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In todays turbulent economic climate, theres an intense pressure to perform. Organizations are exploring new business models and ways of working to accelerate growth and stay competitive. Boards and shareholders demand results, which pushes leadership teams to dial up their expectations. The term accountability has become a buzzword in discussions, but far too many misunderstand and misapply it. When leaders talk about creating a culture of accountability, they often rely on shame and blame tactics. This approach might seem effective in the short term, but it ultimately undermines the culture leaders seek to build. Instead of motivating individuals to do more, it drives people to hide from responsibility. Redefining accountability The challenge is redefining accountability. How do you set clear, high-performance expectations and hold people to them without sliding into the counterproductive cycle of shaming and blaming? To create a culture of accountability that truly enhances performance, leaders need to think about accountability differently. That means moving away from coercion and blame to mutual responsibility and ownership, which empowers individuals to own their roles and contribute to the teams success. Consider the case of a manufacturing company I worked with. Facing stiff competition and the need to innovate quickly, the companys executive team realized that the old ways of operating were no longer sufficient. Its traditional approach to accountability was stifling innovation and preventing the company from adapting to new market realities. The culture had to change from blame-focused to one where everyonefrom the top downfelt invested in the companys success and comfortable owning both their wins and their mistakes. Leadership needed to break down accountability into the distinct behaviors they wanted to see: identifying the issues, claiming the issues as your own, and changing the outcomes. This approach made the change real and enabled leaders to work collaboratively to implement the new culture. Heres how: 1. Identify the issues: proactively ask for understanding The first step to building accountability in the company was for leaders to help their teams see issues before they escalate. They brought this to life through scaled leader sprints, which were focused, short-term initiatives designed to instill key habits across the organization. This practice encouraged leaders to seek feedback from their teams and peers, fostering a culture of continuous improvement and transparency when team members felt safe to speak up. Leaders also practiced how to pause before reacting to bad news. The simple act of taking a moment to consider the best response helped them approach problems with a clear mind, avoiding knee-jerk reactions that might discourage team members from raising concerns. Lastly, this practice also taught leaders to invite perspectives by asking, How do you see it? rather than the more typical What do you think? This promoted open dialogue and the consideration of multiple viewpoints to understand the same problem. By cultivating these habits, the companys leaders focused more on inquiry, shifting active problem-solving to a collaborative process with the team. 2. Claim the issues as your own: embrace the outcomes The second part of accountability for the company was about taking actions that delivered the most critical business outcomes. The company needed to train leaders to prioritize initiatives that had the highest impact on these goals, avoiding the trap of rewarding busy work that appeared productive but didnt contribute to organizational objectives. Leaders practiced skills to evaluate their initiatives to concentrate on high-leverage actionsthose that would generate the most significant results with the least amount of wasted effort. That means setting the example of refocusing themselves on impactful actions (while stopping those that were mere activity) and then deliberately taking time in team meetings to review and reassess priorities. As a result, the leaders were able to develop a new muscle in themselves and their teams. The clarity on prioritizing the right actions over simply working harder energized the organization to continue to make the change. 3. Change the outcomes: measure and adapt The company focused on evolving its key performance metrics to support these new priority outcomes. Leadership realized that if they tried to change behavior, yet continued to measure the same old actions, the change wouldnt stick. The company also needed to shift these key performance metrics to reflect whats more important or impactful as business priorities evolved, which required more flexibility and transparency from the leaders. In this phase, the leaders moved to create a new dashboard, identifying the core metrics they were trying to accomplish that would tell them if they were moving the needle in response to competitive threats. They agreed to review the data quarterly and share what they learned with the organization. When the metrics moved in the right direction, there was a public celebration of the progress. And perhaps more importantly, when they didnt, the leaders engaged their teams in ideating how to adapt their actionsand what they were measuringrather than placing blame. The new habits practiced in these three phases created visible early momentum, as the aura of shame and blame noticeably lifted. One team, for example, reduced the time that it took to get product updates to market. Their rapid prototyping test-review-fail program allowed them to experiment quickly, share learnings at weekly meetings, and fail without fear of reprisal. By shifting away from traditional views of accountability and embracing a more collaborative and trust-based approach, you can help your team achieve the high performance that current market conditions demand.
Category:
E-Commerce
QVC’s bringing its always-on home shopping network to a TikTok livestream near you. The company announced Wednesday that it would host nonstop shopping livestreams on the app, the first of their kind on TikTok in the U.S. and part of a strategic agreement with the video-sharing platform, which is itself facing a critical moment. Its once-delayed ban is looming. But broadcast TV shopping needs to pivot to survive, and QVC sees TikTok as one of the best avenues to do that. “QVC and HSN hosts have mastered live shopping moments for decades and we’re thrilled to bring this entertaining shopping experience to TikTok’s community,” TikTok Shop’s head of U.S. operations Nico Le Bourgeois said in a statement. QVC Group, which runs the home shopping channels QVC and HSN, launched on TikTok Shop in 2024, but 24/7 live social shopping experiences represent a deeper push onto the app just days before it could go offline. TikTok could again be banned in the U.S. on Saturday if it doesn’t find a new American owner. QVC Group says on television it reaches more than 200 million homes, but with live TV viewing in decline, it’s had to invest in other platforms to reach a new generation of shoppers. The company has its own QVC+ and HSN+ streaming services as well as accounts on social networking sites like TikTok, where it has nearly half a million followers. QVC says more than 74,000 creators on TikTok have featured their items in shoppable videos or livestreams since last August. In some sense, TikTok and QVC’s UX are completely synergistic. The partnership retrofits the live, long-form linear tv format that made QVC famous in a context that’s familiar with young people today: an endless feed of people hawking goods. (TikTok videos are a less bite-sized as it is: uploaded videos can be up to 60 minutes long.) The company claims that bringing its approach to sales on social at this scale will revolutionize the space. Citing its expertise putting on “large-scale, high-volume, live social shopping,” QVC Group president and CEO David Rawlinson II said in a statement the company will bring to the endeavor its lineup of celebrities, hosts, brands, and products. “Our agreement will be a catalyst to transform shopping and discovery, not only for QVC Group and TikTok Shop, but also for social shopping at large,” he said. But first, they have to break-even. QVC Group ended Q4 with an almost $1.3 billion operating loss, and ended its year with an 8% drop in total revenue. Social media companies have worked to grow their shopping capabilities, but social shopping hasn’t taken hold in the U.S. to the extent that it has in other countries. Social commerce accounted for nearly 30% of all e-commerce in China last year, compared to less than 6% in the U.S., according to data from eMarketer. If QVC can successfully translate its experience selling products on TV to a smaller screen, though, that figure could grow.
Category:
E-Commerce
As of this year, EV chargers now outnumber gas pumps in the state of California. The state has an estimated 178,000 shared chargers for electric carsnot counting another 700,000 private chargers that are installed in single-family homes, according to the California Energy Commission. Thats compared to roughly 120,000 gas pumps across the state. The number of EV chargers nearly doubled since 2023, though part of the increase came from identifying charging stations that hadnt previously been counted. The official stats include both public chargers and those that are shared at workplaces or in apartment buildings. Its still only a fraction of the number of chargers that are coming. By the most recent estimate, California will need around 1 million public and shared private chargers by 2030, enough to support the estimated 7 million light-duty electric vehicles that may be on the road by then. By 2035, when a rule requiring new vehicles to be electric will go into effectthe state could need more than 2 million shared EV chargers. (That’s assuming the rule survives Trump’s attempts to kill it.) For drivers who own a house with a garage, charging overnight at home can easily cover most needs. Still, those drivers obviously need access to public chargers for longer trips. And around 45% of Californians are renters who dont have garages of their own. New building codes require new apartment buildings to make parking spaces EV ready, and also apply to existing parking spaces when older buildings are renovated or expanded. Renters also have the right to install chargers themselves when they have a designated parking space. The rules also require a certain number of parking spaces at motels and retail and commercial parking lots to be EV ready. “Retrofitting the existing stock of multifamily dwellings with chargers is a substantial challenge,” says Esther Conrad, a research manager at Stanford University who has studied the rollout of EV chargers. Charging EVs takes substantially longer than filling up with gas, which is the main reason so why more charging ports are needed than gas pumpsboth in order to prevent bottlenecks at charging stations and because chargers are used in different places, from parking lots to street parking in cities. But as charging tech and vehicles improve, the total number of chargers that are needed is likely to shrink from current estimates, says Harrison Reilly, a spokesperson for the California Energy Commission. (In China, tech is already much farther ahead, with some new cars capable of charging in roughly as quickly as it takes to pump gas.) The state will publish a new estimate of charging needs later this year. For the moment, Reilly says, there are enough chargers to support the number of light-duty EVs that are on California roads. That’s a major milestone; with nearly 2 million electric cars and light-duty trucks, California also has more EVs than any other state. Last year, around 25% of all new car sales there were electric. Other states can learn from California’s policy. “First, states should be developing clear and ambitious EV targets, especially as the federal government pulls back on some of the targets for the transition,” says Jeff Prosserman, CEO and cofounder of Voltpost, a company that converts streetlights so they can double as curbside EV chargers. “They were leading the charge by looking to have as a mandate 100% of new car sales to be electric by 2035.” The state’s requirement for new apartment buildings to add EV chargers is critical. It has also provided important financial support, including grants to add chargers in disadvantaged neighborhoods, and has pushed to help streamline permitting so projects can be built faster. There are still obstacles as it moves forward. “One of the big challenges is the need for additional grid capacity to handle all of the charging,” says Conrad, though the state is trying to help address that. She says that even more funding is needed to add chargers in some locations where private developers might not otherwise build them. As the Trump administration tries to cancel promised support for EV chargers, it puts more financial pressure on the state. But the network is still quickly growing now. Voltpost, for example, is moving forward on a project to add curbside EV chargers in some neighborhoods in San Francisco. “It’s in no way impacted by federal policyit’s state and city-driven,” says Prosserman. “From what we’ve seen at Voltpost, progressive states like California are going to continue providing funding opportunities to meet their climate targets with or without support from the federal government,” he says.
Category:
E-Commerce
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