What is Accountability, and Why is it Important?

Accountability means showing up and setting out to accomplish the things you’d said you’d do. It’s about taking personal responsibility for your work. It’s also trusting in your teammates and knowing you can count on each other to get things done. 

Accountability in the workplace can mean that all employees are accountable for their own actions, behaviors, performance and decisions. It's also linked to increased commitment to work and employee motivation, which leads to higher productivity. Employees who feel they are being held accountable for their actions, behaviors and decisions are motivated to perform better because they know they will get feedback. 

Creating a culture of accountability is an essential tool used by high-performing teams to develop better work relationships, eliminate surprises, and improve overall job happiness. Here are 3 ways to create more accountability in the workplace: 

1. Model accountability on your team 

When it comes to building a culture of accountability, change starts with you. 

Team accountability is impossible without strong personal accountability in place first, so it’s important to first work on yourself before approaching an accountability conversation with co-workers or direct reports. 

2. Set clear expectations for team members 

It may sound obvious, but doing what your teammates expect of you requires clarity around what’s expected in the first place. 

Unclear expectations and lack of specificity create accountability gaps. To fill these gaps and reduce ambiguity, try to be as specific as possible. 

Strategies for stronger expectation-setting: 

• Define project ownership: Work with your team to clearly define who owns what. Many teams like to use a RACI chart for each project — clarifying who should be responsible, accountable, consulted, and informed on the work. 
• Use a detailed project spec template: Project specs and one-pagers help teams create alignment, clearly define expectations, and eliminate accountability gaps. Each one should specify the project timeline, ownership, and specifics on the deliverables.  
• Get more intentional with meeting action items: Action items are valuable for a variety of purposes – building accountability is a big one. When action items come up in team meetings, it’s all too easy for them to slip through the cracks or lack enough specificity to drive follow-through. To keep action items top-of-mind, assign a notetaker to document them as you go and share them out immediately after the meeting ends.  
• Publicize roles and responsibilities: When people know their role, they’re more likely to feel a sense of ownership and take charge of their work. Likewise, when teammates understand each other’s roles, it strengthens collaboration, communication, and trust because they know who to turn to for what and what is (and isn’t) expected. As a manager, make it a point to publicize everyone’s role and revisit expectations on a regular basis. 

3. Create a “safe space” environment 

Trust and psychological safety are foundational to building a culture of accountability. Without them, folks on your team won’t feel comfortable opening up, sharing transparently, and taking ownership if things don’t go as planned. 

When you build up psychological safety on your team, people feel safer taking risks, asking for feedback, and being vulnerable in front of each other through the ups and downs that inherently come with any job. 

Building systems for accountability into your team’s workflow can help employees feel more empowered and help managers support them, without micromanagement. 

You can have better performance discussions, build healthy habits around planning and goal-setting, and achieve better results. If you want your team to be more effective, invest in team and individual accountability. 

Lean Roundup #193 – June 2025

A selection of highlighted blog posts from Lean bloggers from the month of June 2025.  You can also view the previous monthly Lean Roundups here.  

 

Project Management is Daily Management at Menlo Innovations – Mark Rosenthal shares his benchmarking trip to Menlo where their project management process stood out to him.

 

How One-Piece Flow Improves Quality – Michel Baudin explains that there is a phase in the maturation of a manufacturing process where one-piece flow is the key to improving quality.

 

How to Scale Strategy Deployment Across Multi-Site Organizations – Matt Banna walks through the proven formula for successful Strategy Deployment, with a specific lens on how to scale it effectively across a distributed organization.

 

What Your C-Suite Wants From Your Improvement Program (But Hasn’t Said) – Danielle Yoon shares what your C-suite actually wants from your improvement work, even if they haven’t explicitly said it, and how you can deliver on those expectations in a way that secures long-term executive support.

 

Quality Always Matters – Christopher Chapman shares a cautionary tale of poor quality from Ford that reminds why Quality is Job 1.

 

Innovation Fundamentals - Radical Collaboration & the 3H Model – Pascal Dennis introduced 3H model of innovation personalities – the hipster, the hustler, and the hacker.

 

The Communication Gap: Why Leaders Must Speak Clearly and Consistently – Alen Ganic discusses why and how effective communication can move an organization forward with clarity and purpose.

 

When a Form Reset Reveals a Deeper Problem – Kevin Meyer takes a simple weight training example to talk about mechanics of resetting in business and use standards, reflection, and discipline.

 

Reflections on Lean Transformation and Management: Introduction – Josh Howell explores how to define the right problem and build the leadership and systems needed to solve it from real stories from Starbucks, Kroger, and Legal Sea Foods.

 

In the Arena: Grit, Teams, and Value Streams in Lean Entrepreneurship – Jame Morgan explores what it takes to lead a lean start-up—from building the right team and obsessing over customer value to designing the full value stream.

 

Kaiteki: The Japanese Philosophy Behind Motivated Employees and Lean Success – Mark Graban explains company’s remarkable focus on people with a philosophy called Kaiteki or comfort, pleasant working environment.

 

Asking Man—Machine—Material—Method… and Then Some… for the Toyota Practical Problem Solving – Christoph Roser looks at problem solving with a few possible expansions and alternatives to 5M, fishbone diagram, or also known as Ishikawa diagram.

 

Lean Quote: A Relentless Bias for Action Pushes Ideas Forward

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"If you spend too much time thinking about a thing, you’ll never get it done."   —  Bruce Lee   

Perfection is futile.  To be sure, perfection is the goal but it can not be achieved in one single initiative.

If we all waited for perfection, we'd still be reading by candlelight and riding horses to work. The problem in the real world is that nothing is perfect. It sounds obvious, but it is not quite as obvious.

It doesn’t matter how much you learn if you don’t take action. Don’t get caught up in analysis paralysis. The best way to learn is by doing and to embrace failure—it’s the stepping stone to success for all successful people and their long-term goals.

Often managers spot a chance to do something valuable for their company, but for some reason, they cannot get started. Even if they begin the project, they give up when they see the first big hurdle. The inability to take purposeful action seems to be pervasive across companies. Managers tend to ignore or postpone dealing with crucial issues which require reflection, systematic planning, creative thinking, and above all, time.

For leaders, action is one of the most important traits they can embody. Taking action means getting things done.  It means seizing the initiative.  It conveys momentum, and energy, and creating something new, something that didn’t exist before.  And this excites followers and others who understand that going towards something is always better than sitting around staring at the wall. Everyday actions don’t have to be big. You simply need to take one small step in the right direction.

A relentless bias for action pushes ideas forward. Most ideas come and go while the matter of follow-up is left to chance. That’s why the first step in creating a successful culture of execution is creating a bias toward action. People who make things happen need to be praised and rewarded. People who don’t should be coached to change, or weeded out. Failure cannot be unduly punished. Unless people feel free to make mistakes, they will not feel free to take bold actions.

Lean Tips Edition #317 (#3781 - #3795)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3781 – Drive Behavior Through Recognition.

When employees are recognized for productive behaviors, they are much more likely to repeat those behaviors. This is empowering to employees because it shows them that their efforts are noticed, valued and appreciated.

On the flip side, many employees do not feel they are sufficiently recognized; if employees put in their best effort and it goes unnoticed, chances are they aren’t going to feel empowered to continue to excel.

Lean Tip #3782 – Focus on the End Results, Not the Process

Nothing kills employee empowerment quite like micromanaging. You’ve already set the guidelines—let your employees choose how to work within them. This will empower employees to work in a way that’s ideal for the individual rather than following an impersonal process. After all, the finished product is more important than the steps it took to make it.

Lean Tip #3783 – Provide Cross-training and Learning Opportunities

People want to feel like they’re moving forward in their careers. Encourage your employees to branch out and take an active interest in other departments. This enables employees to develop and hone their skills—and gives you multifaceted team members who are eager to utilize their talents in their work.

Lean Tip #3784 – Collaborate With Others to Problem Solve

Many managers try to protect their people at all costs, thinking that by handling all the issues for the department, they’ll keep everyone happy. Unfortunately, that not only leaves team members feeling powerless, but it also takes opportunities away.

Challenging your workforce by allowing them to solve their own problems facilitates empowerment, sparks innovation, and shows you trust and value your staff. Next time you’re faced with a tough decision, see if your staff can help; you’ll probably find them willing to get involved.

Lean Tip #3785 – Back Up Your People

If you’re prepared to empower your employees (and you should be), you also need to accept that you have a responsibility to support them and their decisions. That means helping when they ask for assistance and giving credit when they succeed. You’ll also need to fight for them when people question their expertise and even allow them to make mistakes—within reason, of course.

It takes more than simply bestowing responsibility on someone to fully empower them; it takes believing they can do a good job without your help and allowing them to do it. A good team stands together regardless of hierarchy and supporting your team can create a sense of belonging and loyalty.

Lean Tip #3786 – Cultivate a Culture of Trust to Empower Employees

Trust is the foundation of any healthy work environment. To empower your employees, foster a culture of trust and open communication. Encourage feedback, listen to their ideas, and demonstrate that their opinions matter. Show appreciation for their efforts and provide constructive feedback to help them grow professionally.

Lean Tip #3787 – Provide Opportunities for Skill Development

Investing in your employees' growth is a win-win strategy. Offer training and development programs that enhance their skills and knowledge. Not only does this improve their performance, but it also shows that you value their professional growth, leading to higher job satisfaction and loyalty.

Lean Tip #3788 – Empower by Encouraging Open Dialogue

Create opportunities for employees to share their ideas and concerns openly. Regular team meetings, one-on-one check-ins, and suggestion boxes are excellent channels for fostering open dialogue. Act on valuable feedback and demonstrate that you value employee input. 

Lean Tip #3789 – Foster a Positive Work Environment

A positive work environment has a significant impact on employee motivation and productivity. Encourage teamwork, collaboration, and a sense of community. Be attentive to workplace dynamics and address conflicts promptly. An inclusive and supportive environment will make employees feel valued and empowered.

Lean Tip #3790 – Empower Employees with a Growth Mindset

Encourage a growth mindset within your organization. Emphasize that failures are opportunities for learning and improvement. Celebrate effort and resilience, not just outcomes. When employees embrace a growth mindset, they are more likely to push their boundaries and achieve their best.

Lean Tip #3791 – Changing Culture is Hard and Takes Time.

There are moments when you are going to feel like you haven’t made a difference, and you don’t know what to do next. Find support. Go to conferences. Find a mentor. Inside or outside of your company, finding support will help you get through those down times. The lean community is full of people who are very willing to share and teach what they have learned.

Lean Tip #3792 – Customize the Tools to Fit Your Company. 

Not every lean tool will be applicable to your company. Find the tools that fit, and systematically make them part of your company’s culture. As I’ve toured many companies, I’ve learned that no two tools are exactly alike. What works for one company, may not work for another, but the principles are the same. Learn from others, and adapt the tools to fit your needs.   

Lean Tip #3793 – Don’t Try to Learn Everything All at Once. 

One of the first things I did after starting as the lean specialist, was to try to train everyone in the company on the list of lean tools and principles we had determined we needed in our organization. In the end, it was too much to train on and too much to learn all at once. Learn and train others as you take the incremental steps to improve your understanding. 

Lean Tip #3794 – The Best Way to Learn is to Try. 

You can watch webinars, read books, attend training, but there is no substitute for experimenting and trying things out yourself. Holding events was scary at first, but now it’s one of the best parts of my job. I love learning about and facilitating improvement on all the processes that make my company operate, and getting to know all the people who help my company be successful. When I use the tools in an event or within my own work processes, I am able to draw from my experiences and increased understanding to use when training others.

Lean Tip #3795 – It’s OK to Make Mistakes.

There is a saying one of the lean leaders use, and I use it, especially when I am second-guessing the results of an event: “An improvement is an improvement.”  We learn through making mistakes. Every event I hold, every training I give, and every time I deploy a new tool in the company, I learn something new.  It’s not about getting it right every time. It’s about trying new things, learning, and improving.

 

How to Equip Leaders

In the team, you as the leader always want to get things done. It is not just simply telling people what do they need to do. It will not develop their true potential in the team. Without utilizing their potential, meaning you put your own mind into a team’s work, you cannot gain benefits from working as a team.

According to John C. Maxwell, in the book ‘How SuccessfulPeople Lead’, He found best methods to help others do their jobs well. It is called five-step process for equipping people:

Step 1 — I do it (competence)

This is the first step where you try to show them what you are capable to do. It is pretty easy and straightforward, that you take part of the things that need to be done. However, it feels like competition and might feel you put your ego at the first place. Don’t get it wrong! you are helping your team in taking down things to-do. Before you lead, or move to the next step (demonstration), you must understand it first at its best.

Step 2— I do it and you are with me (demonstration)

After you able to do things alone, it is time to step up your game. Demonstration is good way help you understand more into something. While you’re demonstrating, you let them get into your world. Unconsciously, you give them knowledge that is raised at the same level as yours. Keep your communication open as they will not understand if you do it quietly.

Step 3— You do it and I am with you (coaching)

This step is slightly harder, as you give them some trust to do things. They might not meet your expectation and it might let you down. This is where your patience as leader will be tested. People make mistakes. Let them know where did they get it wrong, and let them experience and study it. Always keep in mind that as the great leader, you are the captain of your crews. Grow up your trust towards them and you are ready for the next step.

Step 4 — You do it (empowerment)

As you cannot always be side-by-side with your team, you might want to give your 100% trust to them. By giving your trust, you build their confidence. Confidence is the key for your success, their success, and the team’s success. They might feel that they’re well-trusted and keep it at constant pace. Well, I’m afraid to say that you might not be able to proceed to the next step. Even though you trust and empower them, you still need to guide them at back.

Step 5— You do it and someone is with you (reproduction)

This is the hardest part, where you build leadership skills inside people you taught before. This trust is not to get things done effectively, but towards get things done efficiently. It grows your team’s productivity, because you are not spending time to teach others over and over again. In good case, where one of your team able to reach step 5, your team’s productivity will grow exponentially.

By analyzing these five steps, it helps you to equip others to be effective in carrying out tasks. For some tasks this may be a relatively short time, depending on the depth and complexity of the task itself. But it could take some considerable time when the task is complex and difficult to manage.

These steps are not linear, meaning you can use any steps, even after reaching Step 5. These steps are believed not only improving the team’s productivity, but also relationships in your team.

Maxwell talks a lot about equipping people, which means empowering them to make decisions, solve their own problems, identify growth opportunities, and build a legacy. These steps are a good way to ensure the person is equipped with the knowledge and background to lower and mitigate the risks of failure. At its core, the five-step process for equipping people offers proven principles that provide a blueprint for developing a strong leadership culture and establishing a environment for empowerment.