Let me hit you with some truth: being a marketing lead isn’t about herding cats or sending endless Slack reminders. It’s about clarity, accountability, and results. If your team doesn’t know exactly what’s expected of them or how their work contributes to the bigger picture, you’re not leading—you’re babysitting.
That’s why I’m all in on quarterly contracts with my team. Not the boring, legal kind. I’m talking about clear, actionable agreements that set the tone for what’s coming, what success looks like, and who’s responsible for what. It’s bold, it’s precise, and yes, it can feel a little uncomfortable at first. But trust me, it’s a game-changer.
The Accountability Problem: Why Most Teams Struggle
We’ve all been there: vague goals, misunderstood priorities, and a whole lot of finger-pointing when things go south. Why? Because too many teams operate on assumptions instead of agreements.
The Chaos of “I Thought We Agreed On…”
Unspoken expectations kill productivity. If goals aren’t explicitly stated, they’re as good as nonexistent.
Fear of Being “The Bad Boss”
Let’s get real: many leaders shy away from accountability because they don’t want to ruffle feathers. But clarity isn’t micromanagement—it’s empowerment.
Quarterly Contracts: Your Secret Weapon
Imagine this: every team member starts the quarter with a personal roadmap—a written contract detailing their goals, deliverables, and how success will be measured. It’s not just about ticking boxes; it’s about ownership and alignment.
How to Create Powerful Quarterly Contracts
- Set SMART Goals
No fluff, no ambiguity. Each contract should outline Specific, Measurable, Achievable, Relevant, and Time-bound goals.
Example: “Develop and launch three A/B ad campaigns with a 20% click-through rate improvement by March 31.” - Define Clear Deliverables
Break down each goal into tangible outputs. If it’s not clear what “done” looks like, it’s not clear enough. - Tie Goals to the Bigger Picture
Help your team connect their work to the overall strategy. When people see how they’re contributing to success, they’re more invested. - Schedule Regular Check-Ins
Accountability isn’t set-it-and-forget-it. Weekly or biweekly touchpoints ensure everyone stays on track.
Making Accountability Comfortable (Even When It’s Not)
Here’s the kicker: not everyone will love this approach right away. It’s a shift, and shifts are uncomfortable. But discomfort breeds growth.
Be Transparent About the Why
Explain that these contracts aren’t about micromanaging—they’re about empowering. Everyone wins when expectations are clear.
Create a Culture of Feedback
Make it safe to discuss what’s working and what’s not. Accountability is a two-way street.
Celebrate the Wins
When someone crushes their quarterly goals, shout it from the rooftops. Recognition fuels motivation.
Success Stories: Why This Works
I once introduced quarterly contracts in a marketing team struggling with missed deadlines and mixed priorities. Within two quarters, the transformation was night and day. Team members were not only hitting their targets—they were exceeding them.
And the best part? They told me they felt more confident and valued because they finally knew what success looked like.
The Mindset Shift You Need as a Leader
If you’re serious about building an accountable, high-performing team, you need to shift how you think about leadership. Here’s what works for me:
- Clarity Over Comfort: Your team will thank you for being clear, even if it feels awkward at first.
- Progress Over Perfection: It’s okay if not everything goes perfectly. The goal is to move forward, not stand still.
- Empowerment Over Control: Accountability isn’t about breathing down necks; it’s about setting people up to succeed.
Conclusion: Lead Boldly or Step Aside
Accountability isn’t optional. If you want your marketing team to perform, you need to create an environment where everyone knows exactly what’s expected and feels empowered to deliver. Quarterly contracts are your tool to make that happen.
It’s time to stop playing nice and start leading with purpose. Your team—and your results—will thank you.
by Martin Pino 
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