Will Watrous - Why Accountability Is Breaking Down

Why Accountability Is Breaking Down | Will Watrous | People/AI Strategy Forum

What if accountability isn’t breaking down because people care less — but because leadership systems are less clear?

In this episode of the People/AI Strategy Forum, Sam Reeve speaks with Will Watrous, Professional EOS Implementer, about why accountability often deteriorates inside organizations and how leaders can rebuild it without damaging trust.

Accountability problems rarely start with employee motivation. More often, they emerge from unclear expectations, weak leadership systems, inconsistent communication, or organizational structures that no longer support performance.

Will shares practical insights from helping leadership teams implement the Entrepreneurial Operating System (EOS) and explains why accountability is not something leaders enforce — it’s something strong leadership and management systems create.

If you're sensing missed commitments, drifting performance, or managers avoiding difficult conversations, this conversation offers a clear framework for rebuilding accountability the right way.

In this episode we discuss:
• Why missed goals and broken commitments are usually symptoms, not root problems
• The role trust plays in building accountability inside teams
• Patrick Lencioni’s framework for trust, conflict, commitment, and accountability
• The EOS LMA formula: Leadership + Management = Accountability
• How accountability charts create clarity across organizations
• Why rebuilding accountability requires structure, not pressure
• The role leaders must play in creating systems that reinforce accountability
• How AI should support leadership decisions — not replace them

Key takeaway:
Accountability isn't about creating harsher cultures.
It's about creating clearer leadership systems.
When expectations are clear, communication is consistent, and roles are defined, accountability becomes a natural outcome of how teams operate.

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Guest:
Will Watrous
Professional EOS Implementer helping leadership teams crea

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The People/AI Strategy Forum explores how leaders navigate the intersection of people strategy, leadership, and artificial intelligence. Hosted by Sam Reeve, Founder & CEO of CompTeam, the Forum features conversations with executives, practitioners, and experts shaping the future of work.

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Transcript

Sam 0:01

What if accountability isn't failing because people are weaker, but because leadership systems are softer than they look in 2026, the strongest cultures aren't harsher. They're clearer. So welcome to the People Strategy Forum where we examine the real tensions leaders are facing and turn them into practical strategy. I'm Sam Reeve, your host, and CEO of comp team, where we help organizations design people systems that drive performance without eroding trust. And today's topic is why accountability is breaking down and how leaders can build it or rebuild it without killing trust. And our guest today is Will Wat rush a professional EOS implementer Implementer who works directly with leadership teams to clarify vision, strengthen discipline, and create operating systems that drive consistent results. Will helps companies stop tolerating underperformance and start building accountability as a shared standard and not just a personality trait. If you're sensing drift in performance, missed commitments, or managers avoiding hard conversations, this conversation will give you practical ways to reset accountability with. The it within your culture in the right way for your organization. So let's welcome Will, how you doing, will.

Will Watrous 1:28

I'm doing great and I'm really looking forward to our conversation today.

Sam 1:32

Yes. Well, the first thing I, I would just love to have the audience learn a little bit more about you, you know, how you found your passion helping, uh, business really find the right way for their, for themselves. Can you tell us a little bit about that?

Will Watrous 1:48

Happy to. I started a company about 12 years ago and. It grew and did well, uh, to the degree at, at one point in one year, we experienced drastic growth 173% in one year, which put a terrible toll on the leadership team. was very stressful. And in fact, at one point I had some alarming symptoms show up in my body and said, I need to go to the doctor. So I went to the doctor's office and brought my wife. He came in, poked, prodded his thing, left the room, came back a few minutes later and said, well, you're not gonna like what I'm about to tell you. And I said, Oh okay.

Sam 2:33

boy.

Will Watrous 2:34

pretty quick. And my wife's eyeballs got as big as saucers. And he said, I think you're having a stroke right now and I need you to go to the emergency room immediately and you're need to get in an ambulance and go. And I thought, oh my goodness. I mean, I, I feel like pretty okay. Do I need to get in an ambulance? And he said, well, I mean, if you, if you feel like you can drive, you can. So I drove, to the hospital and, and got admitted and they did all of these tests. And, uh, at the, stayed overnight, in fact. And at the end of all of it, it wound up being a, a migraine that produced the results that looked like a stroke. And that was a really big wake up call. You know, they say the body keeps score that day in, day out, hurried at times, frustrated, flustered, overwhelmed, just, uh. Extremely stressful situation, took its toll on my body. And so I took that as a big wake up call and I said, I, I need to find a better way to do this. I need, I wanna create a healthier life, healthier business. so that set me out on a journey and, and so I started looking. And, you know, they say when the student is ready, the teacher will appear. And so I, I came across this book by g Wickman. It was called Traction. And I read it. It made a lot of sense to me. So as a and good entrepreneur, I said, I can do this. So I self implemented the tools or attempted to do so. And mediocre results kind of helped and, and then I realized that they had these people called EOS implementers. So that's a teacher facilitator or coach who comes alongside and really helps you implement the EOS system completely holistically. I worked with him for a couple of years and there was drastic change in the organization. We went from what felt like herding cats every day to functioning as a high performance team. Morale in the company improved net profit jumped from 6% to 34%. And so needless to say, I fell in love with this whole way of doing business and throughout that process, it actually created a lot of freedom for me as the owner. So about four years ago, I was able to step away. I still own that company outright. Um, but my role now is I meet with a CEO once a month, review financials with him, support him however he needs it, uh. All I do now is focus my time and energy and passion on helping other entrepreneurs And their leadership teams gain the clarity, the traction, the focus, everything that they need to get what they want from their businesses. And I, I'm privileged to be able to speak to it from a position of, uh, experience. This isn't just, Hey, this is a good idea. Y'all should try it. I, I'm living, breathing proof and I feel like the cat that got the canary, to be honest, to own a company that's a multimillion dollar company that's very profitable, that's growing and very successful as an amazing leadership team and whole group of people is something I'm, I'm very blessed to experience.

Sam 5:59

And so I, I know that, uh, uh, you know, I have, uh, my own coach and, and, um, and to your point, I mean, he always tells me that health is wealth. And so I'm, I'm, I'm happy to hear that. Uh, uh, you took a turn and, and decided to, to really focus on your health and, uh, because of course, without our health, we can't, can't do anything to help our clients or, or our business or, or our family or anyone. So, uh, yeah, that's, that's the most important. But I know that you work with, uh, leadership teams across, uh, many industries, so what patterns consistently show up when accountability starts slipping with their employees?

Will Watrous 6:45

so it's so interesting with accountability because there's, there's two sides of it on the one side. Accountability or, or a lack thereof is, is actually a symptom. It, it's not the root cause of what's really going on. And then on the other side of it, a lack of ability of, of accountability shows up in so many different ways. Uh, there's so many, so many symptoms, uh, or sub symptoms, however you wanna think of it. Um, so what, how does it show up? Well, the, the typical thing is that goals are missed, deadlines are missed. Promises are not kept. And what's, what's really going on there, and you mentioned this earlier, is an erosion of trust when there's an, a lack of accountability. There's other things going on that are, that are, I would argue, are more important than accountability because without these other elements, you can't have real accountability. Uh, so I don't know if that's a great answer or what you were looking for, but I, accountability is, is in one way a catchall and, and a symptom of many other things.

Sam 7:49

Yes. Well, well, a lot of I, you're right. I mean, the first thing we hear from managers is that, uh, hey, there's a lack of ownership. I mean, pe people aren't, uh, living up to what they say they're gonna do. In your experience, what's, what's underneath that complaint? Is there, is there something that you found that, uh, that, that is consistent among many different businesses?

Will Watrous 8:10

Yeah, so I'll come at this from two angles. I'll start with Patrick Lencioni, the Five Dysfunctions of Teams. It's a brilliant work and in that he explains it at, at base of a healthy team is a foundation of vulnerability based trust, and that kind of trust is the trust where you can say what needs to be said without fear of retribution or being used against you in some way. You can be completely frank and open and honest with people. Yeah, you can admit mistakes openly. You can ask for help, um, without feeling like you're exposing yourself in some way. And that foundation of trust is what sets the stage for the next step in the process, which is healthy or productive conflict. So I'm getting to your answer of accountability, but first you have this trust where people can just call out the real issue and just say it. call out what's really going on. There's a, an acceptance of that. In fact, people look for that when they take that leap of faith and just say what needs to be said. Now you can engage in a real healthy debate discussing, okay, what the real problem. And there can be differing opinions and different voices are heard and people are willing to weigh in. They're not holding their cards close to the vest. They're willing to just go there to enter the danger, as We call it. And when you have that healthy, productive conflict, a beautiful outcome of that that people are willing to commit. To a decision because 99% of the time reasonable people, even if they disagreed with the decision, if their voice was heard and respected in the process, they're willing to commit to that outcome even though it wasn't enough. but I was saying that reasonable people, even if they disagree with the ultimate decision that was made, if they knew they were heard and respected in the process, then they're willing to commit all in and go. for it. What then that produces is a team who is willing to be accountable Since they committed, they're willing to be accountable themselves and hold one another. So peer to peer. It's not just the boss man holding them accountable. They, they're acting as a healthy team and willing to hold one another accountable that if someone is slipping or goals are, or deadlines are being missed, they, they are willing to speak up and say, Hey, what's going on here? Do you need some help? Am I missing something? We're, you're not hitting the mark, so what do you need? They're willing to go there and do that because there's a sense of accountability in the organization. And then ultimately, the top of Patrick's pyramid is results or attention to results. The scoreboard matters. Winning matters. Um, but there's that sequence of events or elements or however you wanna look at it, that pyramid, that look up to that. So this is, please feel free to interrupt me. That's the first angle I would take toward. Accountability. The second thing I would mention within EOS we talk a lot about is something, uh, in a formula we refer to called LMA. It's actually L plus M equals a, and the letters stand for leadership plus management equals accountability. And what's important to note there is that accountability is a result. It is an output, an outcome. Of being a great leader and a great manager. So when they, when you sense a lack of accountability in the organization, point your finger at yours. Truly look at yourself and ask yourself, am I being great as a leader? In other words, I giving them the big picture? Do they see where we're all trying to go and how their part fits into that? Do they have a clear vision and plan? Of what's supposed to be happening. And then on the management side, am I consistently communicating my expectations? Do I understand their expectations? Are we measuring progress? Am I having meaningful, consistent conversations with them where they're getting my time, my attention and feedback from me? Am I supplying them with the tools and resources that they need to be successful? And am I getting out of their way? Am I giving this some degree of a creativity where they can throw themselves at this and solve the problem having to come to me and micromanage them and keep my thumb on them all day long? So if you're a great leader and a great manager, you'll create in environment where accountability, accountable people thrive. You'll enjoy the wonderful thing that we call accountability.

Sam 13:09

Right. Well, for many of our listeners out there, they, they know that I focus on, uh, compensation and total rewards. And, and one of the things I can say is that, um, usually, you know, when, if we're thinking about performance. Then how that relates to pay. And then if managers don't see that their people are being accountable through the year, the sense of fear starts building up within them, uh, within the manager saying that, oh, you know, it's like I need to, I haven't had that, this, this tough conversation with them. I need to ensure that they, they are, uh. Having these deliverables done, and yet, uh, they still want to pay them or, or, or pay that bonus as at the, uh, target rate. And, and, and really, you know, this comes down to, uh, a, a management management failure, a leadership failure that happens. And so right now, for, for our listeners out there, if you are a leader, that's that. If this has happened to yourself or you see something like this happening with your managers, leave a comment about. Your experience and what you did to correct the issue that can help other people on the, on the call here. And then please follow and share this episode with anybody that you know that might need this conversation. But will, uh, I'd like to bring this back to you and when, when there's that, uh. Uh, I know that you, you've talked about that, that, uh, that lack of accountability and how it takes leadership and then, and then, uh, good management to, to do that. Is there a way to make accountability crystal clear so when managers communicate, they, they can lay out, uh, for instance, a chart or, or, or information that makes us super crystal clear for, for employees to understand and follow.

Will Watrous 14:53

Within EOS, there's a tool that we call the accountability chart. Could argue that it's a version of an org chart, but it's different. accountability chart is a visual representation of the structure of the organization and, and that's important because. We always say with an EOS structure, first, people second. And what I mean by that is that first you have to take a big step back, look at the entire organization, agree as a leadership team, yes, this is the right structure, meaning we've got the right reporting structure, who reports to whom we've got the right functions in place, all of the bases are covered and it's in the simplest, healthiest. Form. Part of that structure is we, we call them seats or functions. It's a person's role, you could say in one way, and when that is mapped out, what you wind up with is a whole accountability chart with if you've got 35 people in your organization or 300, you have that many boxes, little boxes in this diagram, and each box has five bullet points. Those five bullet points are the five major roles of that person, of that function. I like to say it this way. If the organization could talk, why would it say this person exists or this function exists in the company? And so we're not talking about a job description If, if they did those five things really well, they'd be 80% of the way toward being a valuable member of the organization.

Sam 16:32

Mm-hmm.

Will Watrous 16:33

So this accountability chart maps out visually exactly what everyone is accountable for and who they report to. alone creates great clarity in the organization. What do I, what am I, what do I own? What are my core responsibilities? So that's, that's a major first step that accountability chart. And when, when I said structure first, people second, what we do and in the EOS process is we create the best right, simplest structure, and we look forward generally about six to 12 months. So we say six to 12 months from now, what's the best structure for this company? We create that, define them five major roles within every single function, every seat on the bus. And then we say, okay, who's the right and best person for this seat? So we did structure first, people second. we're matching up people's skills, abilities. What do they do? They get it? Do they want it? Do they have the capacity, meaning the training and experience and skills to do great work in that function? And then we start putting people in the right seats. so important because so often in business, and, and I get it, it's, it's just part of the journey is you, you hire a great person and you just throw'em at the problem. And that will get you quite a ways down the road. But at some point, if you're not careful, you'll wind up designing the business around people and personalities and certain g gifts or, or skills. And it winds up being this mess where this, this person's doing 80% of this type of work and their, but this person isn't good at this. So they've got 20% of their job and, and it gets complex. And complexity is a, is a great enemy in business. We always have to be keeping things as simple as possible, so I'll, I'll shut up there, but I'll, the accountability chart is a brilliant tool to help, help map that out.

Sam 18:32

No, and, and I like what you say about, uh, keeping things simple. I mean that as when there's many small businesses out there that start and they have a, a, a fixed number of, of people and assets that get to work with, and they have to do their best with that. But as they grow and scale that, you know, that, uh, hybrid nature of, of doing a little bit of this and doing a little of that becomes complex quick. And so having a proper, um. You know, organization and, and, uh, communication is quite, quite important. But one thing I want to dig in here, because you, you mentioned that the important tool of having an accountability chart and ensuring that, that a manager or leader is taking the right measures to ensure that the right people in the right seats, but, uh. But as we think about what typically happens in an, in a a business, there's been an erosion of trust that that has happened before this process. And that's the reason why they're moving towards this process. Now, the work has been done and there's, there's an accountability chart, and you have, uh, where you would like to put people in the, in their new seats, and a conversation needs to happen. And this is where I, I often find where the rubber meets the road and how successful an organization is on, on implementation of, of a process like this. Is that conversation, what is your advice for leadership and those managers and, and setting up and framing this conversation with their employees?

Will Watrous 20:01

Yes, so. Within EOS, and uh, and forgive me, I don't mean to keep harping on it, but it's my world. It's how we do what we do. a very prescriptive process, meaning that we, what we don't do is create this accountability chart and then just launch it and people are fired and moved around, and that obviously would be a nightmare. So we call this EOS rollout, and what that means is. When I work with a leadership team, we, we map this out and then I send them back for 30 days tell them, don't do anything with this. You just need to sit with it for a while. Keep talking about it in your meetings. We'll come back in 30 days and we'll revisit it again. It gives time people to just perceive what would what and could this look like? As we begin to roll it out, and what we'll do when we're rolling outta us is we, we start with the leadership team, which by the day by the way, can be very uncomfortable. We start with right people in the right seats on the leadership team. Sometimes whoever comes to that first meeting in the leadership team winds up not being on the leadership team anymore, and that's a hard thing. That's a scary thing, but I'll promise you that it's better for them and better for the team. It's a gift. When you get right people in the right seat, if they don't belong truly on the leadership team, then having them there is not going to serve you or them very well in the long run. So we rip the bandaid off and start with the leadership at the leadership team level, making sure that this is the right team for this company. then we roll it out usually in levels. And this can take. I got it. I'm watching it, I'm watching it. I'm gonna hit it every time. this can take a year or two. So it's not just this giant thing that gets rolled out and, and people are scared and, and running for cover. Uh, it's very calculated and each business does it at their pace. They know what's right for their culture, the size of their organization. Uh, the way things are structured in terms of departments or areas, they just do it one step at a time, um, healthy way. But your question was how do you set up that conversation? Part of EOS rollout is getting everyone to understand what we're doing. So there's some, there's a book called, what the Heck is EOS? Which we encourage all the employees to read, to start wrapping their mind around, what is this thing I'm hearing about? What's it going to mean for me in my job and my department? And once they dig into it, they usually recognize that, wow, this is actually better for everybody. The, this is going to address a lot of the pain that we've all been feeling. they're on board. there is a percentage of employees? who see that and, and they, they self eject. Sometimes it's because people have been just kind of hiding in the gray areas and in the dark and doing what's comfortable and not really contributing, and this is gonna shine a light on it. And then sometimes they just feel like, you know what? This isn't the type of business I want to invest my life in. And that's hard for leadership. But as I said earlier, and, and for them obviously, but as I said earlier, it's, it's usually a gift. It, it helps the company. You wanna free them to go to a place where they're gonna thrive with their skills and the culture that they want. Release them and let them go find that, uh, usually it's a win-win.

Sam 23:34

Yes, I can see that, you know, but as, as, uh, now as, as. That moment passes and accountability begins to improve. What, what do you typically see first? What do, what do leaders see as, as a, as a factor of the results? Is it, um, behavior? Is it results? Is it morale? What, what, what do they see first, uh, a couple months after the process?

Will Watrous 23:58

Yeah, so morale for sure. You know, I would say this, that brings clarity and. And, and clarity and simplicity bring confidence. In many companies, the employees have a real sense of how the company is really doing. And within ES there's a lot of transparency. We've got scorecards, numbers are talked about, everything's there, and that gives employees. level of peace that, okay, we've committed to a system. I know what's going on. I know how we're doing. I know how I contribute to the success of the company, and that makes them feel better working there in their career. And so morale improves, certainly, and it doesn't happen overnight. But I would say, I would say first of all is morale. Once people get over the little, you know, initial like, oh, what's this? And they start to learn about it. Um, and then from then on to be honest, there are a lot of problems that had not been talked that in the past were not really addressed or talked about that start coming to the surface and. So that, that's hard. But it's also healthy to rip the bandaid off and go and, and throw something on the table and say, okay, well we said we're gonna do what about this that's been going on, and what about that? And so there's a season of really fixing some fundamental problems or elephants in the room, and especially if there's family on the leadership team or owners employees. Now you're getting into a whole nother world. Uh, if there's family members who are owners and they're also working in the company, there's another whole dynamic that has to be very carefully, um, navigated. But, so it's not easy. My point is, this is hard work and, and it takes, it takes my clients typically, it takes a couple years to graduate. I usually work with them for about two years, give or take. But once they're using the tools, once they get it and they're running this on their own. done. Like my job is not to embed myself in the organization. I'm not a consultant where they, they have to create, I'm, I'm creating a dependency. I want'em to learn how to use these tools, and then I want to get the heck outta their way to go run their company. Um, and so typically that's about a couple of years, but it's a couple years of hard work and, and some big challenges and sometimes some turnover. I'll say this. 99% of the time, the leadership team, after two years looks different from when I started working with them. In some way, someone has been added to it. Maybe as someone has been swapped out, maybe someone has left. So there's some change involved and that's, that can be hard. I

Sam 27:09

You are on mute there.

Will Watrous 27:10

The payoff for it, though, I'm, I'm living proof. If, if your goal is just to be in the visionary seat as the founder and do founder visionary type stuff, you're gonna be free to do that. of the time. your vision is to own the company passively and have an amazing leadership team run it, that path is available too. So the, reward is there. if you're willing to put in the work.

Sam 27:38

I like what you said as far as that these. Changes take time because I know a lot of leaders, you know, think, oh, can't this just be a three month, six month project? And, and no, I mean, true change management and, and when we're dealing with humans is definitely, um, uh, something that needs to be carefully engaged in. Right. So I'm glad to hear that. And setting expectations ahead of time is, is super important. But right now as a, uh, there's some rapid advancements that are happening in the marketplace and you know, of course there's an, an onset of, uh, uh, increased automation and artificial intelligence that are starting going to workplaces. What kind of changes do you see in 2026 when it re relates to accountability that leaders need to be thoughtful of?

Will Watrous 28:28

Well, there's a. Many different conversations we could have there from ethical use of AI and, and data and privacy and that whole world. Um, I see as an empowering tool that can help people work better, work smarter. Um, I think. One of my first thoughts when it comes to accountability and AI is something I tell my leadership teams is that AI has no soul. And what I mean by that is that it is information, it is data, it's helpful data. It's great but a human has more dimensions than just a data. Information processing unit, you have a soul and there's more to you than what meets the eye. And why I bring this up is that it is easy to relegate critical thinking and in decision making to an AI tool that's using information only without an intuitive spiritual, if you will. Multidimensional capacity that we as humans have. And so when a leadership team is making decisions, I always encourage them, yes, use ai, collaborate, get all these ideas in your head, but at the end of the day, pay attention to what's going on on the inside of you, not just what the data says. There will be insights. Reflections, nuances, history that will affect an important decision that AI could never include in their data set, if you will. So when it comes to accountability, I encourage leaders to. You know, it's, it's funny, start working with them. I'll always say, look at this company. You know, you have all these employees. You're serving your customers and clients well, all these wonderful things are happening in this company today. You all did that, you know, pat on the back. That's impressive. And then I'll tell'em also all of the frustrations, the pain points, the employees that left mad, all of the customer problems, everything that's going wrong in this company. You created that too. So you have to take responsibility for all of it, the good and the bad. You have to own the good and own the bad as well. So one thing I encourage them to take ownership of is these important decision making times and that they, with the decision and pay attention to what's going on in the side of them individually and as a team. Um, and don't just say, oh, let's just ask AI what we should do. So that's, I guess you could say a form of accountability.

Sam 31:33

Right. For sure. Well, will, as we wrap up our conversation today, uh, what do you think is the most important pieces that leadership should take away from our conversation?

Will Watrous 31:45

Oh, there's so many. The more, most important pieces leaders should take away from our conversation. I think that clarity is key. I would encourage leaders to do whatever it takes to gain clarity. Within EOS, we have something called a clarity break, and anything I talk about with ES, you can Google it. There's literally. Hundreds of thousands of companies worldwide using these tools. But the clarity break, and there's a YouTube video on clarity breaks. Clarity break is a time in your calendar. It's hard landscape on your calendar. It's an appointment with yourself that you don't move where you get out of the fray. Typically out of the office you turn off, your phone do not disturb, and you simply sit and think, get a legal pad and a pen and start writing. There are a few things as valuable as pure thought, as good thinking time, and so often we're distracted by all of the noise in our environment, and rarely do we get away to just sit, at least simply sit and think about a situation, a problem, an opportunity, and just process our thoughts. What that does is it gives you clarity. I was talking about clarity. Clarity brings confidence, and as a leader, you have to protect your confidence. is why people are following I would say protect your confidence by gaining clarity. Gain clarity by getting away and having some simple, pure thinking time with a notepad and a pen, just process what's going on in your, your business. There's a wonderful book out there called, The Road Less Stupid by Keith Cunningham. It's Lessons from the Chairman of the Board, and that book is a book full of questions leaders should be asking themselves. It's a great set of prompts, so protect your, protect your confidence, gain clarity, and be a better leader.

Sam 33:42

I love that, uh, the, the name of that book, but talking about books will, um, well, first of all, I guess I, I should, should probably mention, you know, the, I think that that, uh, setting aside, you know, quiet time for a leader or for any manager essentially, or anybody really is central. You know, I think that's one thing that, uh, one skill that we've lost in modern life is the importance of being bored or simply, uh, uh, sitting down, taking some time to, you know, reflect and then, uh, being quiet for a period of time until, until it's, uh, until you just can't stand it. And I, and I think that a lot of people find that they, uh. They with, with regular quiet time like that, they great get a greater sense of clarity and, uh, they're able to think more strategically going forward. So I really appreciate you bringing up that strategy. But, uh, one thing that you mentioned in talking about books Will, is that, uh, there's, there's many people on the, uh, on the call here that saying, you know. Hey, I would like to learn more about this entrepreneurial operating system, you know, and do I need one? And I would say everyone needs some sort of operating system for their business, especially if you, uh, are seeing fits and starts in different areas and things aren't flowing. So what is the best way for people to learn more about the EOS system?

Will Watrous 35:11

Extraction by G. And get it on Audible to listen to it or the hard copy from Amazon or Google it and go to YouTube. If you're a video learner, there's a million videos out there about. entrepreneurial operating system? uh, I would encourage leaders to just start familiarizing themselves with the set of, it's just a simple set of tools, nothing new under the sun. These ideas have been around for a hundred years. They'll be around for a thousand more years. No silver bullets, no magic pills. Just a really wonderful arrangement of a simple set of tools that help leaders be better leaders.

Sam 35:48

Thank you. And for our leaders out there that are listening in today, we reframed, uh, accountability as clarity. Consistency and courage, not control. And so when leaders set clear expectations, align on measurable outcomes and have direct conversations with respect, performance rises and trust strengthens. So Will, thank you so much for your time today and, and, uh, giving us clarity here and helping our leaders understand that accountability, if done right, is an act of care and respect. So thank you so much.

Will Watrous 36:25

Thank you, Sam. It's been a.

Sam 36:26

I. Yes. And for our, our, uh, listeners out there, if this episode has helped you, please subscribe, rate, and share, and, uh, take one step this week that is going to replace ambiguity with ownership. And we'll see you next time on the People Strategy Forum. Thank you so much. Take care everyone