by Jonathan Sachs, MBA, FACHE, PCC
Team accountability is a critical leadership concept—but it’s often misunderstood. Many organizations struggle to hold people accountable in a way that is fair, effective, and motivating. To do this well, leaders must have a clear and thoughtful understanding of what accountability actually means.
Gone are the days when rewards and punishments were the go-to tools for enforcing accountability. Today, when leaders talk about “holding people accountable,” they often mean terminating underperformers or applying punitive measures. But this approach typically backfires, leading to increased turnover, low morale, and disengagement.
When Team Accountability Gets Confused with Punishment
In my conversations with leaders—particularly those in middle management—I often hear frustration around accountability. But as we unpack it, the real concern is usually about team dynamics, inconsistent treatment, and office politics. Sometimes, accountability is tied too tightly to performance outcomes—reminiscent of General Electric CEO Jack Welch’s “stack ranking” method in the 1980s, where the lowest-performing 10% were fired annually.
This outcome-only mindset is problematic. It discourages risk-taking and ignores the reality that even top performers sometimes miss targets for valid reasons. While it’s fair to acknowledge when someone doesn’t meet expectations, punishing them is usually unwarranted—and often unproductive.
When middle managers say there’s a “lack of accountability,” they’re often reacting to a culture of inconsistency set at the top by Senior Executives: favoritism, unprofessional behavior, or poor performance going unchecked. Understanding this perspective gives us a better starting point for defining what healthy accountability should look like.
A Working Definition of Team Accountability: Empowerment + Transparency
From my experience, team accountability comes down to two key elements: empowerment and transparency.
You cannot have true accountability without empowerment. If leaders are expected to hit goals but aren’t given the autonomy to shape how they get there, accountability breaks down. Senior leaders must establish clear performance targets and behavioral expectations—but within those guardrails, mid-level leaders should be free to own their results and act with creativity. This kind of structure empowers leaders to think like owners, not just executors of someone else’s playbook.
Transparency is the other essential piece. By sharing relevant performance data regularly and openly, it becomes obvious who is excelling and who needs support. In healthy cultures, this doesn’t lead to blame—it sparks collaboration. High performers step up to help others, and those who are struggling know where they stand and are offered help and coaching.
When empowerment and transparency coexist, the need for punishment practically disappears. Everyone understands what’s expected and whether they are meeting those expectations. Accountability becomes embedded in the culture, not enforced through fear or control.
Putting Team Accountability into Practice
When leaders embrace a model of accountability built on empowerment and transparency, results follow. I’ve seen this firsthand. I once inherited a team that was underperforming and constantly embroiled in drama—often demanding accountability for each other. We introduced clear boundaries around decision-making and implemented transparent, weekly performance reporting. The accountability complaints disappeared almost overnight.
The desire for “more accountability” is often just a symptom of unclear expectations and a lack of visibility. By addressing those root issues, leaders can redirect their teams’ energy toward what really matters: delivering results and growing in a way that empowers everyone involved.
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