Rethinking Accountability for Organizational Growth

In a recent episode of the Good Leadership Podcast, Kevin Sensenig and I explore the organizational and foundational insights derived from the Healthy Accountability Research Project. You can listen to that episode here.

The Shifting Landscape of Accountability

The modern workplace is evolving rapidly, offering unprecedented flexibility to employees. With numerous well-being options and work-life balance initiatives, it’s arguably the best time in history to be an employee. However, with greater flexibility comes an increased challenge in defining accountability. Many executives still expect high levels of productivity and results but struggle to see a direct return on their investment in people.

One key takeaway from the research is that accountability is directly linked to profitability. When organizations create a culture of healthy accountability, they experience less waste, fewer workarounds, and fewer broken promises. In fact, 82% of employees and executives alike say they have seen “firsthand” how healthy accountability produced better business results. 

However, an important disconnect is central to the work ahead: 

• Most employees believe they are accountable and delivering quality work on time
• Executives aren’t happy with the state of accountability in their organizations and often don’t see the results they expect

Foundational Insights: Who Wants to Be Accountable These Days?

A review of existing literature revealed that most available research focuses on structural/logical “left brain” approach to accountability – the “disciplines of accountability.” Early-stage interviews by the Good Leadership research team revealed more “right brain” approaches to accountability focusing on relationships and shared commitment. So, the research explored interpersonal relationships related to healthy accountability.

The most common assertion from the interviews was the casual “myth” that no one wants to be accountable anymore – especially younger generations.  I’m happy to share how the research dispels that myth: 95% of respondents – including early and late-career people – stated they care about delivering quality work on time.

With that fact as the foundation, the perception of accountability remains negative. The study found that 62% of respondents view accountability as punitive, and only 37% believe it is consistently applied across their organization.

Key Organizational Implications

One major insight was the need for proactive rather than reactive accountability. Only 35% of respondents said accountability in their organization is proactive (or planful) in how managers and teams approach accountability. 

A good place to start being proactive is to have discussions with teams about this new definition of healthy accountability:

Healthy accountability is when people win together, in an environment where individuals take personal ownership, and embrace the support of the team to deliver quality work on time. 

Moving Forward

While healthy accountability seems elusive and complex, the research shows a pathway where senior leaders, managers, team leaders, and teammates work together in a new system of:

• Accepting and managing work with a growth mindset
• Proactive planning with clear roles and responsibilities
• Teams with frequent inspection cycles and communication loops
• Positive role modeling with consistent rewards for accountability

Click here to download the executive summary of the research report.