From Blame to Brilliance: How to Cultivate a Culture of Accountability in 2025
The start of a new year frequently signals to leadership teams that it is time to get serious about executing the great plans they developed in the fall. It’s a business cycle that plays out across nearly every industry segment.
Accompanying that need to implement strategic initiatives is the frequent tension between expectations and reality. For it’s in that gap that accountability emerges. And fueling that tension is leaders’ reluctance to confront colleagues about missed goals and deliverables. When this happens, progress deteriorates and critical activities suffer. Lack of accountability leads to missed deadlines, low team morale, distrust and unreliability, festering problems, and much more.
Conversely, the benefits of accountability within an organization are undeniable. It fosters teamwork and comradery, builds trust and transparency, creates clarity, enhances productivity and performance, as well as a host of other advantages.
How can we build a culture in which accountability is expected and even desired? How should we reframe accountability from “pointing fingers” to mutual growth and respect toward achieving excellence?
First, let’s address a key difference between terms. When we work with leadership teams on implementing major initiatives, a discussion often ensues about responsibility and accountability. In short, responsibility is taking ownership of activities; it places us in the position to be accountable. Accountability is taking ownership of the results; accepting the consequences of actions taken.
Another helpful consideration is being accountable vs. expecting accountability. Accountability is a trait that first must be exemplified by the leader prior to being expected from those being led. Holding oneself accountable should precede holding others accountable. Whereas much can be written about the former, the emphasis of this article is fostering accountability in colleagues.
Accountability is uncomfortable and hard; it takes courage. But remember, it’s also a skill to be developed. It’s a habit to practice. Here are seven tips to enhance it in your firm.
1. Explore why you don’t yet practice accountability.
This exercise often illuminates long-standing barriers such as “I don’t want to be a task master” or “Letting people off the hook is easier than measuring and correcting”. Perhaps responsibilities are not clear, or your culture simply is not focused on it. Occasionally leaders are vulnerable and admit “I just don’t know how”.
2. Define the goal and the desired end result(s).
Clarity always wins. Be specific on the front end of any significant activity. What does success look like and what are the behaviors that will most likely lead to achieving that success? If relevant, it also is beneficial to set a timeframe with measurable milestones along the way. All these details combine to establish the primary factors on which accountability is based. As a bonus way of clarifying expectations, ask those who are to accomplish the action if there are any questions; allow time for any confusion to arise.
3. Ensure ownership is fully given and fully received.
If you tend to micro-manage your team and insert yourself needlessly, then you haven’t given ownership. Ownership is freely taken; otherwise pressuring people simply creates compliance. If you assign a responsibility for which a team member is not qualified or has other significant constraints, they will not fully embrace it. Indeed, unwilling followers haven’t taken ownership.
4. People take ownership for their reasons, not yours.
As you collaborate with your team on activities to be accomplished, think about their perspective. What might be important to them in this situation? How can you best empathize with them and connect with them to position this important goal? Considering this first invariably will yield a greater degree of buy-in.
5. It’s still a partnership.
Yes, workers become owners but realize we do not operate in a vacuum. A minute part of any responsibility is done independently. Getting things done is almost always about teamwork, isn’t it? Make accountability the responsibility of everyone. Identify ways you can be a supporting resource toward individual and group success while keeping visible the importance of accountability.
6. Focus on the “why”.
Share the importance and value of the activity. What is their WIIFM (what’s in it for me)? While this tip may not always be appropriate or doable, social scientists tell us that workers increasingly desire to link purpose to what they’re doing. So consider underscoring colleagues’ personal contribution and how they add value to the overall initiative. Checking both boxes enhances future accountability.
7. Give grace.
Take away their fears of making errors; don’t punish responsible failure. Otherwise, ownership isn’t worth it! Think about times in your career when things out of your control impacted outcomes. Life happens, doesn’t it? Balance rational accountability with grace and direction. The long-term effects of this are immeasurable.
A future article will focus on the tactics of difficult accountability conversations…how to prepare for, conduct, and follow-up for maximum positive impact.
Gary McClure is a senior consultant at Thrivence, a consulting firm specializing in strategy, leader development, organizational performance, and technology. For more than 15 years, Gary has led organizational transformation initiatives and taught leaders how to navigate successful change. He can be reached at gary.mcclure@thrivence.com. We offer a full suite of planning services, from in-depth discovery and strategy activities to implementation and communications expertise.
