To understand how teamwork and accountability affects the strategy execution gap think about what associates typically do when routinely asked for help by their teammates. In most cases, associates asked to help their teammate agree to do so for several reasons. First, saying "No" immediately disappoints or angers the teammate soliciting help and may result in an argument or confrontation. Most associates have a tendency to avoid conflict. Second, organizational norms typically encourage associates to be good teammates. Good teammates are encouraged to help their peers. Third, in the absence of associate level accountability, no one is accountable anyway. Finally, when associates routinely agree to help their teammates, they often use this perfunctory tendency to say "Yes" as an ongoing excuse to be chronically late on prior commitments.

In the absence of an effective strategy execution process, a reinforcing loop exists between teamwork and accountability. Associates will appear to be good teammates by agreeing to help their peers and then use these additional informal assignments as an excuse when their boss or other peers attempt to hold them accountable. Implementing a formal strategy execution process that translates the organization's strategic plans into concisely defined tasks assigned to each associate is the first step in achieving accountability.

Associates that have clearly assigned tasks holding them accountable for results, also have a rational basis for telling teammates "No" when asked for help. When the critical mass of the team becomes accountable for their assigned tasks, they respect their other teammate's commitments and understand why they are often told "No". Eliminating the teamwork/accountability reinforcing loop can only occur when an effective formal strategy execution process is implemented.