What Accountability Really Means
The Oxford Dictionary defines accountability as “a person, organization, or institution being required or expected to justify actions or decisions, showing responsibility.”
But here’s what that looks like in real life:
Accountability is owning your part.
It’s a decision to step in, own any mistake you make honestly and sooner rather than later, and take responsibility for what you can control—while releasing what you can’t.
It’s not about perfection. It’s not about blame. It’s about showing up with responsibility and moving forward with integrity.
Over time, that habit becomes the foundation of your reputation, your relationships, and your ability to lead—whether you have a title or not.
A Personal Example: Owning My Miss
Let me share a moment when accountability mattered.
There was a situation at work where no one was leading, so I stepped in. We created next steps. I emailed the team. I said I’d set a follow-up meeting.
Then my role changed. Things got crazy. And I forgot to set the meeting.
Later, an issue came up—the exact thing we’d been trying to get ahead of. And I had to step in and own it: I knew about the issue, but I hadn’t followed up after asking the team to complete actions.
Now, to be clear—these were senior associates who should have had their own accountability. But by owning my piece first, the group was able to move forward faster than if we’d focused on assigning blame. We pushed on the next steps and got to the outcome—just later than expected.
Even those of us who take accountability seriously have moments where mistakes happen.
Own it. Sooner rather than later.
(This also brings me to something I call my Pay Now, Pay Later concept—which I’ll jump into after this series.)
Above the Line vs. Below the Line
If you’ve followed my earlier posts, you’ve heard me talk about Above the Line and Below the Line behavior. This comes from a book my management team read called The Oz Principle by Connors, Smith, and Hickman. If you haven’t had the chance to read it, I highly recommend it.
The book uses examples from The Wizard of Oz to illustrate the difference between:
Above the Line: Accountability
- Ownership
- Curiosity
- Solutions
- Positive mindset focused on overcoming issues
Below the Line: Victim Mentality
- Blame
- Excuses
- Denial
- Negative mindset stuck in “it’s not my fault”
Above the Line behavior fosters empowerment.
Below the Line behavior fosters stagnation.
And the truth is, we all slip Below the Line sometimes. The key is recognizing it and choosing to step back up.
What Lack of Accountability Looks Like
Lack of accountability isn’t just a workplace problem—it’s something we see every day in life.
- The loud person spouting opinions without doing research, so the information is only partially correct
- The person who doesn’t use their turn signal
- The people who cut in line or don’t hold the door for the person right behind them
Maybe they haven’t been taught. Maybe they haven’t been made aware. But it creates a perception of not wanting to be involved—or not having regard for others.
It makes me think of the age-old question: “Do you put your shopping cart back in the corral?”
If you don’t put your cart back and someone else’s cart hits your car, you’re going to be mad. But you could cause the same problem for someone else. It creates a double standard.
At work, lack of accountability looks like:
- The colleague who always blames the process, the tools, or other people
- Leaders who delegate but don’t follow up or own outcomes
- People who complain but won’t take action
- The person who says “I want change” but won’t change their own behavior
What You Can Control vs. What You Can’t
When dealing with everyday problems, there are things you can control and things you can’t.
I can say with certainty this is an area of continuous improvement for me. (Understatement of the century!)
The goal is to identify all the things you may be able to do to influence or control an outcome. But the hard part is translating your patience into moments of pause when others’ choices or influences—things you can’t control—come into play.
What you CAN control:
- Your effort
- Your attitude
- Your follow-through
- Your boundaries
- How you respond
What you CAN’T control:
- Other people’s choices
- Company decisions
- External circumstances
- Others’ feelings or reactions
If we want to truly maintain our energy and push forward, we have to learn to control our thoughts and release the things we cannot own. These can be others’ feelings, blockers created by their decisions, or circumstances beyond our influence.
Accountability means owning what you can—and releasing what you can’t.
Accountability ≠ Blame or Shame
If you’re someone with high accountability who cares deeply about what you do, accountability can be difficult—not in having it, but in the impact it has on yourself.
When owning a decision, it can be easy to blame yourself even if the facts were out of your control.
Be sure to remind yourself often: Unfavorable outcomes are learning opportunities.
They add facts to help you learn for the future. They’re not proof of failure—they’re proof you tried.
Accountability is about learning and adjusting, not beating yourself up.
Accountability in Community
Accountability can be built and fostered in many ways.
If you want to learn a new skill and you tell someone, you’re more likely to do it. If you’re having trouble achieving it, you can ask a mentor or friend to check in with you and help hold you accountable.
There is support in numbers.
But ultimately, it’s what we do when no one is looking that defines our core accountability. In this way, I personally feel some of this is driven by core values—which may be why some people have accountability in spades and others do not.
Accountability + Boundaries = Commitment
Accountability can help you maintain boundaries because you won’t want to waver on a commitment.
It can also help you know when your boundaries need focus.
Example:
If you’ve said yes too often and feel stretched thin, accountability means acknowledging it—and adjusting. Not blaming others for asking, but owning that you need to protect your energy going forward.
If you’ve let a boundary slide, accountability means recognizing it and recommitting—without shame, with intention.
Try This: Accountability Check-In
Take a few minutes this week and ask yourself:
- Where am I avoiding ownership?
- What’s one thing within my control that I can own more fully?
- Where am I blaming circumstances or others instead of asking what I can do differently?
- Who in my network can help hold me accountable—and who am I holding accountable in return?
Final Thought
Accountability isn’t easy. But it’s one of the most powerful building blocks you can develop.
Because when you own your part—even when it’s hard—you build trust. You build clarity. And you build the kind of reputation that opens doors, earns respect, and creates momentum.
Above the Line, always.
Next up: Part 6 – Consistency: The Compound Effect of Small Reps
Because accountability shows up once. Consistency shows up every time.
Authentic Evolution Journey 