“Leaders inspire accountability through their ability to accept responsibility before they place blame.” Courtney Lynch
In my work as an Executive Coach and Change Leadership Facilitator, I often hear a familiar frustration from leaders in both larger organisations, as well as SMEs:
“Our people just aren’t being accountable.”
It’s a common point of view, especially during periods of change.
But when I dig deeper, the issue is rarely a lack of willingness.
More often, it’s a lack of clarity about what accountability actually means, and the conditions required to enable it.
As highlighted in our leadership programmes, accountability is not something you switch on. It is an ongoing leadership practice, shaped by the environment leaders create every day.
What I See in Practice (Especially During Change)
Across organisations, large and small, the patterns are consistent:
- Leaders expect accountability… but priorities are unclear
- Teams are asked to deliver… but lack authority to act
- Individuals are held responsible… but processes are ambiguous
- Mistakes happen… and the response defaults to blame rather than learning.
In changing environments, these gaps are amplified.
Uncertainty increases. Pressure rises.
And without the right foundations, accountability quickly becomes:
· Hesitation instead of ownership
· Silence instead of contribution
· Compliance instead of commitment
This is why many change initiatives often stall, not because people resist change, but because the environment does not support accountability.
A Position Description, on its own, does not equate to accountability!
Reframing Accountability: From Control to Commitment
Global research reinforces what many of us experience:
- Harvard Business Review highlights that accountability thrives in clarity and trust—not control
- Deloitte shows empowered teams consistently outperform compliance-driven ones
- Zenger & Folkman emphasise that leaders who model accountability build stronger cultures of trust and results
The shift is critical:
From “holding people accountable.”
To “creating the conditions where people take accountability.”
Leadership Practices that Create Impact
Our three-part framework below outlines our ongoing leadership work.
