From blame to proactivity: Build the culture of accountability

Business Coaching

ProfectaBDI | April 11, 2025

Do you ever feel like you’re the only one who truly cares about the success of your company? You set clear expectations, but somehow, deadlines get missed. Projects stall. Mistakes happen, and instead of solving them, your employees make excuses, shift blame, or stay silent. You have the feeling that they only care about the salary and vacations. Or that they are quiet quitters – just waiting for a better opportunity to leave your company.

 

Meanwhile, you’re the one picking up the slack—working late, fixing errors, and wondering why your team won’t just take ownership. Sound familiar?

 

The underlying problem could be the lack of accountability – that can be a silent killer of productivity, innovation, and ultimately, your bottom line. The rise of remote work, particularly after COVID, has created challenges for accountability, as physical distance can reduce proactive behaviors.

 

Whether you’re leading a team in a dynamic language service provider, a legal firm, or managing the precise demands of an accounting practice, accountability is the key foundation of a successful business. Accountability is about being answerable for your actions and being prepared to face the results, good or bad. Moreover, it is one of those soft skills no AI can replace.

 

🔸 But what if those seemingly “unmotivated or disengaged” employees aren’t the root of the problem?

 

🔸 What if the real issue lies in your company’s communication practices and accountability structures?

 

🔸 What if you, as a leader, are inadvertently contributing to the problem?

 

Let’s face it. We’ve all experienced the frustration of a team member who consistently fails to deliver. The first instinct is to blame the individual, label them as “unreliable,” and perhaps even consider replacing them. By default, our brains simplify and generalize events. We should be aware of this natural, yet often irrational and impractical, tendency and actively work to counter it.

 

However, consider this: studies show that a significant portion of performance issues stem from a lack of clarity, communication breakdowns, and a poorly defined accountability framework. A 2024 Gallup research found that after hitting an 11-year low in the first quarter of 2024, U.S. employee engagement improved slightly in the second quarter, rising from 30% to 32%. Still not 36% as it used to be in 2020.

 

Lack of clarity can lead to confusion, frustration, and a reluctance to take ownership. The trio from hell.

 

 

Think about your own company:

 

1️⃣ Have you clearly defined roles, responsibilities, and expectations for each team member?

 

2️⃣ Are your communication channels open, transparent, and conducive to constructive feedback?

 

3️⃣ Do you have a system in place for tracking progress, identifying roadblocks, and addressing issues promptly?

 

If the answer to any of these questions is “no,” then you might be unintentionally fostering a culture of unaccountability.

 

 

The ladder of accountability as a savior

 

This is where the ladder of accountability, popularized by Paul Byrne and sourced from Bruce Gordon, comes to rescue. This powerful model provides a practical framework for understanding and cultivating accountability within your team. It’s not about blame; it’s about empowerment. It’s about creating an environment where everyone feels responsible, capable, and motivated to contribute their best. It involves shifting from a victim and villain mentality to a hero and guide mentality. We have slightly tweaked the original version, and the ladder looks like this:

 

 

Below we will explore how to start building a powerful accountability culture using the ladder of accountability. We’ll guide you through each rung, providing examples of accountable and unaccountable behaviors and real-life stories with recommendations for accountable behavior.

 

Ready to stop blaming and start building? Let’s go rung by rung.

 

 

The unaccountable rungs (below the line):

 

1. Unaware/Denial: This is the lowest rung. Individuals in denial refuse to acknowledge a problem or their role in it. They might say things like:

 

 

2. Blame Others: Individuals at this stage acknowledge a problem but deflect responsibility onto others or external circumstances

 

 

3. Personal Excuses: Here, individuals make excuses or rationalize their behavior, attempting to minimize their responsibility.

 

 

4. “I Can’t“: This stage involves a sense of learned helplessness or a belief that they cannot solve the problem.

 

 

5. Wait and Hope: This stage involves a passive approach to a problem, where someone acknowledges its existence but doesn’t take active steps to address it, instead hoping it will resolve itself.

 

 

 

The accountable rungs (above the line):

 

6. “I Could“: This is the turning point. Individuals begin to acknowledge their potential to influence the situation.

 

 

7. “I Will“: At this stage, individuals commit to taking action and solving the problem.

 

 

8. “I Am On It”: At this stage, individuals anticipate the outcome and take self-initiated action.

 

 

9. “I Did“: This is the highest rung. Individuals take ownership of the outcome, both positive and negative, and learn from the experience.

 

 

 

Examples of accountable and unaccountable behaviors from real life

 

Example 1: A language service provider

 

Unaccountable: A project manager misses a deadline, blaming the translator for being late. “The translator didn’t deliver on time. It’s not my fault the project is delayed.”

Accountable: The project manager acknowledges their role in the delay, even if the translator was late. “The translator did miss the deadline, but I should have built in more buffer time and communicated the urgency more clearly to the translator. I’ll take steps to prevent this in the future.“

Impact: The accountable response leads to process improvement and better communication, reducing the likelihood of future delays.

 

Example 2: A legal firm

 

Unaccountable :A paralegal makes a mistake in a document but tries to hide it. “I don’t know how that error got there. I definitely didn’t make it.”

Accountable: The paralegal immediately reports the error and takes steps to correct it. “I made a mistake in this document. I’ve already started correcting it and I’ll review my work more carefully going forward.“

Impact: The accountable response prevents further complications and demonstrates integrity, building trust with colleagues and clients.

 

Example 3: The accounting firm

 

Unaccountable: An accountant fails to complete a client’s tax return on time, blaming the client for not providing information. “The client didn’t send me the necessary documents. It’s their responsibility.“

Accountable: The accountant acknowledges their responsibility to follow up proactively with the client. “The client was slow to provide information, but I should have followed up more persistently and set clearer expectations. I’ll implement a better tracking system for client information.”

Impact: The accountable response leads to improved processes and client communication, enhancing client satisfaction.

 

 

Where can you use the ladder of accountability as a leader?

 

● In team meetings as a reference to statements indicating unaccountable and accountable behavior

 

● When giving feedback or during performance reviews to spotlight desirable behavior

 

● In difficult conversations or conflicts to properly address the underlying causes

 

● During goal and priority setting sessions to clearly define accountable behavior roles in goal accomplishment

 

 

The importance of the ladder of accountability

 

Now, imagine what would happen if your team members owned their responsibilities instead of avoiding them. Probably:

 

🔹 Projects would be completed on time.

 

🔹 Mistakes would be addressed quickly, not hidden.

 

🔹 Employees would feel more engaged and proactive.

 

This shift doesn’t happen overnight. But with the ladder of accountability, your team can start moving from a culture of avoidance to one of accountability, responsibility and ownership.

 

 

What are your most important actions to introduce the accountability culture?

 

1. Define clear roles and responsibilities – so clear that even somebody outside your organization can easily understand and act on them.

 

2. Set clear expectations, goals, priorities, and purposes for each role, project, and assignment

 

3. Encourage open communication and fight tooth and nail against confusion.

 

4. Define clear success measurement metrics, such as KPIs or any figure that makes sense to you.

 

5. Give feedback regularly to correct and reward employee behaviors.

 

As Henry Browning posits: Accountable people seek feedback … and feedback creates accountable people.

 

 

Accountability is everyone’s job

 

It’s crucial to remember that building a culture of accountability is not just for leaders. Everyone in the organization, regardless of their role, can contribute to creating a more accountable environment.

 

By understanding the ladder of accountability and striving to move up the rungs, individuals can empower themselves and their colleagues to foster a more positive and productive work experience for everybody.

 

Ready to transform your team’s dynamics and unlock their full potential?

 

Our “Handling Difficult Business Conversations” training course provides practical tools and proven strategies to implement these strategies effectively. Learn how to handle tough conversations, provide constructive feedback, and foster a culture of accountability that drives success.

 

Contact Profecta BDI today to learn more about our training course and how we can help you build a high-performing, accountable team.