Employees who are trusted with responsibility experience higher engagement and ownership. It’s a factor of motivation, as people feel essential parts of a system. 

Accountability amplifies this system, as people are not only accountable to their supervisors, but their peers, subordinates, and customers as well. Organizations with high trust and accountability often outperform others in their area. 

When people are allowed to voice half-finished thoughts, ask questions from the left field, and brainstorm out loud, it creates a culture in which a minor flub or momentary lapse is no big deal, and where mistakes are owned and corrected.  

Humanocracy lays out a detailed blueprint for creating organizations that are as inspired and ingenious as the human beings inside them and make the case for replacing chain of command with chain of trust and radical transparency.  

Marc Benioff, Chairman and CEO of Salesforce, in Trailblazer, says that no matter what business you’re in, values are the bedrock of a resilient company culture that inspires all employees, at every level, to do the best work of their lives.  

We need to learn to unlock this game-changing capability and will to innovate in every individual. It’s the way to meaningfulness and impact. Committed and motivated people seek solutions and can inspire the same in others. 

So, how do we empower trust and accountability in today’s digital workplaces? 

How to do this? We need a way of work where everyone is allowed, even expected to bring their understanding to the table for better decisions, and their expertise to implementing the decisions in a self-organized manner. The best part is that at the same time it creates buy-in for the work itself, when the initiative and freedom to choose the best ways to work come from the employees. 

Another finding from Google’s study is that great performing teams have built-in structure and clarity of goals, roles, and execution plans. They regularly communicate team goals and ensure team members understand the plan for achieving them. One way to achieve this is adopting Objectives & Key Results (OKRs) to organize your team’s work. 

Also learning is a process, and our decision making provides lots of opportunities to learn and improve. You should build documented evaluation into your decision making to understand the outcome and impact. 

This actionable and impactful layer of people engagement and collaborative processes is the layer Fingertip brings to your Salesforce platform. With Fingertip you can create a culture of airing problems, committing to finding solutions together and making the change actually happen. 

We all have more within us. We just need to tap to the opportunity in people.