The Leader Mindset #17

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Employee Accountability Starts with Your Clarity

You’ve seen this before—missed deadlines, botched projects, numbers that make you wince—leaders love to pull out this tired refrain:

It’s because “they lack accountability.”

This feels like the ultimate get-out-of-jail-free card. Slap that label on an employee, and suddenly the problem is them.

• They didn’t hustle enough.

• They didn’t care enough.

• They should’ve just figured it out.

Sound familiar?

Here’s the thing—that’s not leadership.  I would like to reframe this issue.

Blaming “Lack of Accountability” Is Lazy Leadership

Blaming accountability is like yelling at the smoke alarm instead of looking for the fire. It’s lazy, and it distracts you from the real issue and leads you to punish the wrong things.

I have heard so many leaders say: “I figured it out—why can’t they?”

The problem is that this mindset leads to micromanagement or apathy, which manifests into resentment, disengagement, and—yep—even worsens performance. It’s a vicious cycle. It starts with you, the leader.

People Don’t Show Up to Suck

I have always taken the philosophy that nobody wakes up thinking, “Today, I’m going to half-ass it and disappoint my team and peers.”

In 20 years of leading and coaching, I’ve met maybe a handful of people who truly didn’t care and lacked any accountability for their work. Most employees want to do great work. They want to feel competent, trusted, and part of something meaningful.

So, when they miss the mark, it’s rarely about laziness. A 2023 Gallup study found that poor performance is most often linked to unclear expectations, conflicting priorities, or lack of resources—not a moral failure or laziness.

Accountability Isn’t a Personality Trait—It’s the System

We treat accountability like it’s baked into someone’s DNA. Like being detail-oriented or having blue eyes.

Instead of considering accountability like a trait, let’s consider it an outcome of the leadership system.

It results when people:

• Know what’s expected

• Understand how they’ll be measured

• Have the tools and support to deliver

Who owns that system?
The Leader does.

So, when you point the finger at “lack of accountability,” you might actually be pointing at your own leadership gaps.

Yes, Employees Have a Role—But Don’t Dodge the Mirror

Now, I can hear the protest already:

“Part of being a professional is taking initiative. I’m not here to spoon-feed people!”

True. Employees should take ownership. But ask yourself:

• Are you clear about priorities? Be honest!

• Are their goals clear?

• Have you created a culture where questions are welcome?

• Or are you silently expecting mind-readers?

If someone consistently underperforms, you do need to act. But too often, we sprint to punishment—micromanaging, excluding, doubting their competence—without first looking in the mirror.

Before jumping to conclusions, ask yourself:

• ✅ Did I clearly spell out both behavioral and performance expectations and confirm understanding?

• ✅ Did I help them sort through competing priorities?

• ✅ Have I given specific feedback, or just vague performance reviews?

• ✅ Have I connected their work to the bigger picture?

• ✅ Did I coach them through obstacles or just point them out?

Flip the Script: Ways to Build Accountability Into the Team’s DNA

Want a team that owns their work? Then build a system that makes accountability possible. Here’s how (use the free Leadership Clarity checklist below to analyze your own clarity abilities):

1. Nail the Goalposts
Set clear, measurable goals. Replace the vague goal “Improve sales” with something much more concrete “Close 20 new clients by Q4.” Write them down. Share them. Eliminate ambiguity (as much as possible).

2. Clarify Behavioral Expectations

Spell out the behaviors you expect. Describe the specific actions, behaviors, and standards you expect, not just the end results. Clarity isn’t just about what needs to be done, but how it should be done.

3. Use 1:1s to Realign
Make 1:1s about clarity, not just status updates. Ask:

“What’s your top priority this week?”
“What’s unclear?”
“What’s blocking progress?”

When priorities are abundant, it keeps the team focused on what matters right now.

4. Coach, Don’t Criticize
When things derail, get curious. Not judgy.
Ask:

“What happened?”
“What would have helped?”
Treat mistakes as data—not indictments.

5. Overcommunicate Context
If strategy shifts, loop them in. People don’t perform well in a vacuum. Explain the “why” behind changes.

6. Reward Ownership
Celebrate initiative even when it doesn’t work out. People won’t take ownership if they’re punished for trying and failing.

Here’s the Bottom Line

If your direct reports are not meeting expectations, you might not have an accountability problem.
You may have a leadership opportunity.

The best leaders don’t just demand accountability—they build a system for it.

So next time you’re tempted to say “they lack accountability,” stop.

Look in the mirror.
Ask yourself: Have I set them up to succeed? Or am I just waiting for them to fail?

Because leadership isn’t about being right.
It’s about getting results.

Free Resouces

Want to better understand how you are creating clarity for your team? Use this short self-assessment tool. Share it with others on your team.

Andy Noon, PhD

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Thanks for reading and look forward to seeing you again next week.

Andy