I hear the same thing everywhere I go—”We need to build an accountability culture!” Great idea, right? But here’s the problem: we’ve been saying this for decades, and most organizations haven’t moved the needle. So why do we keep talking about the same issue without fixing it? I’ve got a couple of ideas.
First, one big mistake organizations make is bringing in brand-new training, then immediately holding everyone accountable—before they’ve had any time to develop mastery. The result? Good people start thinking, I’m never going to get this, and they run for the door. You lose your best talent before they even have a chance to grow.
But that’s not even the biggest issue. The real problem? This silent agreement: I won’t call you out if you don’t call me out.
We all know the saying: Friends don’t let friends drive drunk. Well, here’s another truth—Friends don’t let friends underperform at work.
Why? Because when deadlines are missed or results don’t happen, there are consequences. Someone doesn’t get a raise. Someone gets fired. And when we stay silent, we’re actually hurting the very people we care about.
And yet, in so many organizations, there’s this lingering ghost—the unspoken rule of This is just how we do things here. Being “nice” becomes an excuse for avoiding hard conversations. But real accountability doesn’t have to be harsh—it just has to be consistent.
It can be as simple as this:
“Hey, Joe. This is the third week this has been on your list. I need this done by Wednesday at 11 AM. What do you need to make that happen? What roadblocks need to be moved?”
It’s a direct, no-nonsense way of saying, I care about you, and I’m not going to let you keep making empty promises without following through. Accountability isn’t about being mean—it’s about helping people show up as their best selves.
One of the biggest accountability killers? A deep need for approval.
If you’re hiring people who will do anything to avoid confrontation, you’re creating a culture where problems go unspoken—and that silence becomes the real issue.
For those of you using emotional intelligence assessments, watch for high intuition and empathy scores. If you’re building an executive team, aim for an average of six to seven on those traits. That’s the sweet spot—people who care about relationships but are still willing to have tough conversations.
At the end of the day, accountability isn’t about being harsh—it’s about helping people succeed. And when it’s done with kindness and consistency, it changes everything.
Roxanne Emmerich
Please watch the video above and share it with your exec team and board.
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