Redefining Accountability Self-Accountability Building Team Accountability Practice Scenarios
The Power of Accountability
Homework Review
What are you accountable for (at work)?
What is Accountability?
What is Accountability?
What is Accountability?
It's not a burden. Think of accountability as:
being accountable to yourself (and verbalize it)
performing at the highest level - for the benefit of the team
setting an example for others
Why does accountability matter?
Positive impact on your employees
increased commitment to their work
higher morale and job satisfaction
increased innovative problem-solving
greater confidence and competency
BONUS
Accountability will make you a better leader
Why does accountability matter?
REDEFINING ACCOUNTABILITY
Accountability is
looking beyond blame
asking "What else can I do to achieve the results I want?"
when faced with a challenge:
see it
own it
solve it
do it
RESPONSIBILITY vs OWNERSHIP vs ACCOUNTABILITY
What's the difference?
RESPONSIBILITY vs OWNERSHIP vs ACCOUNTABILITY
Levels of Commitment
Responsibility = agreeing to do the work
Ownership = making sure the work gets done
Accountability = answering for the results of the work (good or bad)
RESPONSIBILITY vs OWNERSHIP vs ACCOUNTABILITY
Levels of Commitment
Responsibility = agreeing to do the work
Ownership = making sure the work gets done
Accountability = answering for the results of the work (good or bad)
Accountability is commitment at the highest level making, keeping, and proactively answering for commitments YOU made
Accountability: How are you doing?
Accountability: How are you doing?
Think about a project you worked on that didn't go as planned
What went wrong?
What did you do to fix the problem?
What did you learn?
What would you do differently next time?
Accountability: How are you doing?
look beyond blame | ask "What else can I do to achieve the results I want?" | see it - own it - solve it - do it
Look at the list you made earlier (things you are accountable for). Do you have a high level of commitment towards these tasks/projects?
Accountability: How are you doing?
look beyond blame | ask "What else can I do to achieve the results I want?" | see it - own it - solve it - do it
Look at the list you made earlier (things you are accountable for). Do you have a high level of commitment towards these tasks/projects? If not, and you want to build accountability in your team, you might have some work to do.
TEAM ACCOUNTABILITY
If you don't have a sense of accountability in your work, your team probably doesn't either.
TEAM ACCOUNTABILITY
Employees who are unhappy at work, are telling you they're unhappy. What does that look like?
TEAM ACCOUNTABILITY
Employees who are unhappy at work, are telling you they're unhappy. What does that look like?
WHAT SKILL SHOULD YOU BE PRACTICING TO FIGURE THIS OUT?
TEAM ACCOUNTABILITY
Employees who are unhappy at work, are telling you they're unhappy. What does that look like?
WHAT SKILLS SHOULD YOU BE PRACTICING TO FIGURE THIS OUT?
Active Listening
Emotional Intelligence
TEAM ACCOUNTABILITY
Employees who are unhappy at work, are telling you they're unhappy. What does that look like?
blaming complaining procrastinating bragging
victim-thinking entitlement negativity us vs. them making excuses
TEAM ACCOUNTABILITY
Employees who are unhappy at work, are telling you they're unhappy. What does that look like?
blaming complaining procrastinating bragging
victim-thinking entitlement negativity us vs. them making excuses
TEAM ACCOUNTABILITY
Your employees don't want to disappoint you
TEAM ACCOUNTABILITY
Your employees don't want to disappoint you, but... people who don't feel valued, will eventually lose their willingness to take responsibility (or ownership or accountability).
TEAM ACCOUNTABILITY
Your employees don't want to disappoint you, but... people who don't feel valued, will eventually lose their willingness to take responsibility (or ownership or accountability).
Hold yourself accountable for their job satisfaction.
First rule of "ACCOUNTABILITY"
First rule of "ACCOUNTABILITY"
don't talk about "ACCOUNTABILITY"
DON'T SAY "ACCOUNTABILITY"
Instead, train them to be accountable:
empower team members to do what needs to be done
encourage problem-solving
give them permission to make decisions
allow them to direct others
encourage them to communicate
BUILD TEAM ACCOUNTABILITY
6 Easy Steps
Know your people
Look for opportunities
Define roles
Set clear goals
Communicate and Celebrate
Adjust as needed (but don't give up)
BUILD TEAM ACCOUNTABILITY
1) Know Your People
Maintain a "users manual"
what does each person value ($, status, recognition)?
how does each team member communicate?
what is each person good at?
who works well together (or not)?
BUILD TEAM ACCOUNTABILITY
2) Look for Opportunities
Focus on skill development
Leader vs. Manager
Who can handle extra responsibility?
What can you delegate?
Are there non-vital tasks you can experiment with?
Ask what they're interested in doing
BUILD TEAM ACCOUNTABILITY
3) Define Who Will Do What
Key word: "define"
Make clear assignments
Communicate new assignments to all
Direct all related questions/issues to the person responsible
Leave no doubt!
DEFINE WHO WILL DO WHAT
Do your team members have the same assignments every day?
DEFINE WHO WILL DO WHAT
Do your team members have the same assignments every day? Is there any scenario where you would delegate some of your usual tasks to someone new?
WHO WILL DO WHAT: INCLUDE EVERYONE
Do your team members have the same assignments every day? Is there any scenario where you would delegate some of your usual tasks to someone new? Courageous Leadership
WHO WILL DO WHAT: INCLUDE EVERYONE
Do your team members have the same assignments every day? Is there any scenario where you would delegate some of your usual tasks to someone new? Courageous Leadership
embrace uncertainty, and stand up for what's right, even when it's challenging.
make difficult decisions AND make it look easy, especially when your reputation or job may be on the line.
willing to take calculated risks to achieve goals, even when facing opposition.
IF YOU ARE A COURAGEOUS LEADER...
What do you need in order to be successful?
IF YOU ARE A COURAGEOUS LEADER...
What do you need in order to be successful?
IF YOU ARE A COURAGEOUS LEADER...
What do you need in order to be successful?
AKA Psychological Safetythe belief that they won’t be punished when they make a mistake
If your people don't feel safe, they won't take chances, they won't have ownership, and they won't develop accountability. Empower your team to take risks without feeling insecure or embarrassed. If you want them to be accountable, show them that you are accountable by supporting them, regardless of the outcome.
IF YOU ARE A COURAGEOUS LEADER...
What do you need in order to be successful?
AKA Psychological Safetythe belief that they won’t be punished when they make a mistake
HAVE THEIR BACK!
If your people don't feel safe, they won't take chances, they won't have ownership, and they won't develop accountability. Empower your team to take risks without feeling insecure or embarrassed. If you want them to be accountable, show them that you are accountable by supporting them, regardless of the outcome.
BUILD TEAM ACCOUNTABILITY
4) Set Clear Goals
Make your expectations known
Work with assigned leader to set measurable goals
budget
scheduling
safety
procedures, etc
ACCOUNTABILITY: SET CLEAR GOALS
BUILD TEAM ACCOUNTABILITY
5) Communicate and Celebrate
from project start to finish
communication should come from them (and then you)
daily check-ins with the whole team
identify, learn from, and celebrate successes
and also communicate the challenges
Scoreboard
Groups of 3
What's a goal you have for every project?
How do you measure that goal?
Do you keep track of an individual's contribution or progress towards that goal?
Scoreboard
Groups of 3
What's a goal you have for every project?
How do you measure that goal?
Do you keep track of an individual's contribution or progress towards that goal?
Create a visual scoreboard that will show your team's progress!
BUILD TEAM ACCOUNTABILITY
6) Adjust as you go (it's not always easy)
be accountable for their performance
use the "Accountability Dial" to
monitor
check-in
address issues as needed
present consequences
Accountability Dial
The MentionThe Invitation The Conversation The Boundary The Limit
Practice
John and Wes are both supervisors for BuildIt, Inc. They hold the same position and manage separate teams. They rarely work together but get along well as peers. BuildIt has a huge project coming up and company leadership is pulling Wes over to John's team for support. John is now handling the project and Wes will report to him. What could go wrong?
Practice
A few days into the project, Wes' team has missed a deadline and he seems to be avoiding John. Group 1: you are John. What's your next move? Group 2: you are Wes. Things aren't going well. What should you do? Group 3: you are Executives (2 levels above John) in the company. You've heard there might be a problem. What's your next move?
Practice
A few days into the project, Wes' team has missed a deadline and he seems to be avoiding John. Group 1: you are John. What's your next move? Group 2: you are Wes. Things aren't going well. What should you do? Group 3: you are 2 levels above John in the company. What's your next move?
Should all have some level of accountability at this point?
Practice - new info
Wes needs to talk about the missed deadline but John isn't in the office as often as expected. Group 1: you are John. When you're not on site, what should the team do? Group 2: you are Wes. What's your next move? Group 3: you are 2 levels above John in the company. What's your next move?
Practice - more new info
John and Wes finally catch up. John shares that his boss (Todd) has instructed others to stray from standard practices in order to save time. John feels this is unethical but isn't sure if he should report it. If this information gets out, it will damage customer relationships and people could lose their jobs. Group 1: you are John. How should you proceed? Group 2: you are Wes. What's your next move? Group 3: you are 2 levels above John in the company. What will you do if/when this info is shared with you?
THE POWER OF ACCOUNTABILITY
Using the info you heard today, do you think you can impact the level of accountability among your team members?
YOUR LEADERSHIP LEGACY: SELF REFLECTION
YOUR LEADERSHIP LEGACY: SELF REFLECTION
1) Do you agree? Why or why not?2) Talk about examples of a leader who may have valued:
strategy over character
character over strategy
How are these leaders different? 3) When you think about setting goals for yourself or your team, are there times when you have to prioritize one trait over the other? How does accountability come into play? Do your Top 5 Strengths play a role in your response to these questions?
YOUR LEADERSHIP LEGACY: SELF REFLECTION
How you choose to make decisions (and the elements you consider) communicates who you are and what you prioritize as a leader.
LEADERSHIP LEGACY
FINAL THOUGHTS
"Accountability for results rests at the very core of total quality, employee empowerment, customer satisfaction, and continuous improvement. (Team success) boils down to (people being) personally accountable - rising above their circumstances and doing whatever it takes (ethically) to get the results they want.”
-The OZ Principle
Homework Review!
Review each Communication Style
On your User's Manual:
Determine and record the Communication Style for each of your team members
Make notes about some ways you can adapt to better communicate with each
HOMEWORK for Nov 14
Make notes about a specific challenge you are facing as a manager/leader
Create a goal that will help you address that challenge
On your Team User's Manual
What does each person value ($, status, recognition)?
What is each person good at?
Who works well together (or not)?
Evaluation
Nov 14 Coaching for High Performance Dec 5 Resolving Conflict Dec 19 Leading Work Teams & Graduation!
HOMEWORK for Nov 14
Make notes about a specific challenge you are facing as a manager/leader
Create a goal that will help you address that challenge
On your Team User's Manual
What does each person value ($, status, recognition)?
MBI Accountability CORE 2025
Colleen Dick
Created on October 30, 2025
Start designing with a free template
Discover more than 1500 professional designs like these:
View
Interactive Onboarding Guide
View
Corporate Christmas Presentation
View
Business Results Presentation
View
Meeting Plan Presentation
View
Customer Service Manual
View
Business vision deck
View
Economic Presentation
Explore all templates
Transcript
THE POWER OF ACCOUNTABILITY
Agenda Overview
Redefining Accountability Self-Accountability Building Team Accountability Practice Scenarios
The Power of Accountability
Homework Review
What are you accountable for (at work)?
What is Accountability?
What is Accountability?
What is Accountability?
It's not a burden. Think of accountability as:- being accountable to yourself (and verbalize it)
- performing at the highest level - for the benefit of the team
- setting an example for others
Why does accountability matter?
Positive impact on your employees- increased commitment to their work
- higher morale and job satisfaction
- increased innovative problem-solving
- greater confidence and competency
BONUS- Accountability will make you a better leader
Why does accountability matter?
REDEFINING ACCOUNTABILITY
Accountability is- looking beyond blame
- asking "What else can I do to achieve the results I want?"
- when faced with a challenge:
- see it
- own it
- solve it
- do it
RESPONSIBILITY vs OWNERSHIP vs ACCOUNTABILITY
What's the difference?
RESPONSIBILITY vs OWNERSHIP vs ACCOUNTABILITY
Levels of Commitment- Responsibility = agreeing to do the work
- Ownership = making sure the work gets done
- Accountability = answering for the results of the work (good or bad)
RESPONSIBILITY vs OWNERSHIP vs ACCOUNTABILITY
Levels of Commitment- Responsibility = agreeing to do the work
- Ownership = making sure the work gets done
- Accountability = answering for the results of the work (good or bad)
Accountability is commitment at the highest level making, keeping, and proactively answering for commitments YOU made
Accountability: How are you doing?
Accountability: How are you doing?
Think about a project you worked on that didn't go as planned
Accountability: How are you doing?
look beyond blame | ask "What else can I do to achieve the results I want?" | see it - own it - solve it - do it
Look at the list you made earlier (things you are accountable for). Do you have a high level of commitment towards these tasks/projects?
Accountability: How are you doing?
look beyond blame | ask "What else can I do to achieve the results I want?" | see it - own it - solve it - do it
Look at the list you made earlier (things you are accountable for). Do you have a high level of commitment towards these tasks/projects? If not, and you want to build accountability in your team, you might have some work to do.
TEAM ACCOUNTABILITY
If you don't have a sense of accountability in your work, your team probably doesn't either.
TEAM ACCOUNTABILITY
Employees who are unhappy at work, are telling you they're unhappy. What does that look like?
TEAM ACCOUNTABILITY
Employees who are unhappy at work, are telling you they're unhappy. What does that look like?
WHAT SKILL SHOULD YOU BE PRACTICING TO FIGURE THIS OUT?
TEAM ACCOUNTABILITY
Employees who are unhappy at work, are telling you they're unhappy. What does that look like?
WHAT SKILLS SHOULD YOU BE PRACTICING TO FIGURE THIS OUT?
TEAM ACCOUNTABILITY
Employees who are unhappy at work, are telling you they're unhappy. What does that look like?
blaming complaining procrastinating bragging
victim-thinking entitlement negativity us vs. them making excuses
TEAM ACCOUNTABILITY
Employees who are unhappy at work, are telling you they're unhappy. What does that look like?
blaming complaining procrastinating bragging
victim-thinking entitlement negativity us vs. them making excuses
TEAM ACCOUNTABILITY
Your employees don't want to disappoint you
TEAM ACCOUNTABILITY
Your employees don't want to disappoint you, but... people who don't feel valued, will eventually lose their willingness to take responsibility (or ownership or accountability).
TEAM ACCOUNTABILITY
Your employees don't want to disappoint you, but... people who don't feel valued, will eventually lose their willingness to take responsibility (or ownership or accountability).
Hold yourself accountable for their job satisfaction.
First rule of "ACCOUNTABILITY"
First rule of "ACCOUNTABILITY"
don't talk about "ACCOUNTABILITY"
DON'T SAY "ACCOUNTABILITY"
Instead, train them to be accountable:
BUILD TEAM ACCOUNTABILITY
6 Easy Steps
BUILD TEAM ACCOUNTABILITY
1) Know Your People
Maintain a "users manual"- what does each person value ($, status, recognition)?
- how does each team member communicate?
- what is each person good at?
- who works well together (or not)?
BUILD TEAM ACCOUNTABILITY
2) Look for Opportunities
Focus on skill development- Leader vs. Manager
- Who can handle extra responsibility?
- What can you delegate?
- Are there non-vital tasks you can experiment with?
- Ask what they're interested in doing
BUILD TEAM ACCOUNTABILITY
3) Define Who Will Do What
DEFINE WHO WILL DO WHAT
Do your team members have the same assignments every day?
DEFINE WHO WILL DO WHAT
Do your team members have the same assignments every day? Is there any scenario where you would delegate some of your usual tasks to someone new?
WHO WILL DO WHAT: INCLUDE EVERYONE
Do your team members have the same assignments every day? Is there any scenario where you would delegate some of your usual tasks to someone new? Courageous Leadership
WHO WILL DO WHAT: INCLUDE EVERYONE
Do your team members have the same assignments every day? Is there any scenario where you would delegate some of your usual tasks to someone new? Courageous Leadership
IF YOU ARE A COURAGEOUS LEADER...
What do you need in order to be successful?
IF YOU ARE A COURAGEOUS LEADER...
What do you need in order to be successful?
IF YOU ARE A COURAGEOUS LEADER...
What do you need in order to be successful?
AKA Psychological Safetythe belief that they won’t be punished when they make a mistake
If your people don't feel safe, they won't take chances, they won't have ownership, and they won't develop accountability. Empower your team to take risks without feeling insecure or embarrassed. If you want them to be accountable, show them that you are accountable by supporting them, regardless of the outcome.
IF YOU ARE A COURAGEOUS LEADER...
What do you need in order to be successful?
AKA Psychological Safetythe belief that they won’t be punished when they make a mistake
HAVE THEIR BACK!
If your people don't feel safe, they won't take chances, they won't have ownership, and they won't develop accountability. Empower your team to take risks without feeling insecure or embarrassed. If you want them to be accountable, show them that you are accountable by supporting them, regardless of the outcome.
BUILD TEAM ACCOUNTABILITY
4) Set Clear Goals
ACCOUNTABILITY: SET CLEAR GOALS
BUILD TEAM ACCOUNTABILITY
5) Communicate and Celebrate
Scoreboard
Scoreboard
BUILD TEAM ACCOUNTABILITY
6) Adjust as you go (it's not always easy)
Accountability Dial
The MentionThe Invitation The Conversation The Boundary The Limit
Practice
John and Wes are both supervisors for BuildIt, Inc. They hold the same position and manage separate teams. They rarely work together but get along well as peers. BuildIt has a huge project coming up and company leadership is pulling Wes over to John's team for support. John is now handling the project and Wes will report to him. What could go wrong?
Practice
A few days into the project, Wes' team has missed a deadline and he seems to be avoiding John. Group 1: you are John. What's your next move? Group 2: you are Wes. Things aren't going well. What should you do? Group 3: you are Executives (2 levels above John) in the company. You've heard there might be a problem. What's your next move?
Practice
A few days into the project, Wes' team has missed a deadline and he seems to be avoiding John. Group 1: you are John. What's your next move? Group 2: you are Wes. Things aren't going well. What should you do? Group 3: you are 2 levels above John in the company. What's your next move?
Should all have some level of accountability at this point?
Practice - new info
Wes needs to talk about the missed deadline but John isn't in the office as often as expected. Group 1: you are John. When you're not on site, what should the team do? Group 2: you are Wes. What's your next move? Group 3: you are 2 levels above John in the company. What's your next move?
Practice - more new info
John and Wes finally catch up. John shares that his boss (Todd) has instructed others to stray from standard practices in order to save time. John feels this is unethical but isn't sure if he should report it. If this information gets out, it will damage customer relationships and people could lose their jobs. Group 1: you are John. How should you proceed? Group 2: you are Wes. What's your next move? Group 3: you are 2 levels above John in the company. What will you do if/when this info is shared with you?
THE POWER OF ACCOUNTABILITY
Using the info you heard today, do you think you can impact the level of accountability among your team members?
YOUR LEADERSHIP LEGACY: SELF REFLECTION
YOUR LEADERSHIP LEGACY: SELF REFLECTION
1) Do you agree? Why or why not?2) Talk about examples of a leader who may have valued:
- strategy over character
- character over strategy
How are these leaders different? 3) When you think about setting goals for yourself or your team, are there times when you have to prioritize one trait over the other? How does accountability come into play? Do your Top 5 Strengths play a role in your response to these questions?YOUR LEADERSHIP LEGACY: SELF REFLECTION
How you choose to make decisions (and the elements you consider) communicates who you are and what you prioritize as a leader.
LEADERSHIP LEGACY
FINAL THOUGHTS
"Accountability for results rests at the very core of total quality, employee empowerment, customer satisfaction, and continuous improvement. (Team success) boils down to (people being) personally accountable - rising above their circumstances and doing whatever it takes (ethically) to get the results they want.” -The OZ Principle
Homework Review!
HOMEWORK for Nov 14
Evaluation
Nov 14 Coaching for High Performance Dec 5 Resolving Conflict Dec 19 Leading Work Teams & Graduation!
HOMEWORK for Nov 14