Who's Counting? How Measuring Success Optimizes Accountability



“Accountability is something we’ve always struggled with.” ArcStone’s CEO David Carnes says, “and when we went to virtual teams in early March, we started getting a sense of not quite knowing who was doing what, and when.”

“We have a very creative culture here with a lot of flexibility” David shared, “When the COVID-19 crisis hit, we were able to go to a virtual company very quickly due to our strong digital, technology-driven backgrounds.”


But along with the gains in safety and health came some amplified accountability issues. As an Apex North Business Coaching client, ArcStone had already adopted the Daily and Weekly Huddles, and were working on instilling accountability metrics and KPI’s into their one-page Growth Roadmap and throughout the organization.



“Working with our Glen as our coach, our COO and I developed a spreadsheet modeled on the Core Functions tool that Glen had introduced us to.” says David, “It shows for every role in the company what the success metrics are so that each one of us can see how well we’re doing in our roles each week.”





The team tracks their numbers each week based on a stoplight system of green, yellow, and red. This enables them to discuss successes, “stuck” issues and gaps in their Weekly Huddles.





David reports that “It’s vastly increased visibility on accountability. We’re already seeing productivity gains, and also identifying areas for improvement in workloads, training and skills.”

ArcStone’s Business Coach, and Apex North CEO, Glen Dall, says “ArcStone has been a model client in embracing the concept of accountability. Having this foundation and reporting will allow them to scale up faster and bigger, while seeing gains in service, productivity and cashflow." Cheers to them!




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