Inspiring Accountability
Cathie Leimbach • January 24, 2023
In your organization, how often are tasks not completed to your satisfaction and on time? For most of us this is a common reality. This article outlines important steps for helping your team members be accountable for regularly getting important work done well.
First, let’s look at a definition of accountability.
Accountability is where team members hold themselves and each other responsible for fulfilling their commitments in a positive and productive way.
Now, we’ll consider the steps a leader can follow to position their team and each team member for success.
- Clearly define the results you want achieved by when. Be very specific. For example, “Complete the first full draft of the annual report in Microsoft Word, including the layout, footers with page numbers, table of contents, and other introductory pages, and email the Word document to me by February 19, 2023, at 4:00 pm Central Time.”
- Ask your team member what training, resources, or help they may need to achieve this. Determine if you will provide this support or assign the work to someone else who is a better fit for it – and communicate your decision.
- Ask the person you are delegating this work to, “On a 1 to 10 scale with 10 being the highest, how committed are you to fulfilling this responsibility?” If they aren’t a 10, ask what they would need to be a 10. Work with them to fill the gaps, or if they really aren’t a right fit, assign the work to someone else.
- Collaborate with your team member to set up a monitoring timeline and method to check progress periodically along the way. This ensures there are opportunities for the team member to alert you to bottlenecks and seek help if necessary. Praise them for their progress, encourage them to try to solve problems along the way, and guide them in making effective decisions.
- Tell your team member to reach out to you for help if they can’t resolve challenges in a timely. Ask them to alert you whenever they discover something beyond their control that may delay the completion date or impact work quality.
- Celebrate their success when they achieve expectations! When people are acknowledged for doing the job well it builds their confidence and commitment, increasing their future success.
Yes, leaders have to be very intentional when delegating work and responsibilities. However, when we take the time to set the stage for accountability, more will get accomplished and everyone will experience stronger workplace morale.
In his book, Regenerative Performance, author James Hewitt suggests thinking about your brainpower using the idea of cognitive gears. This simple idea can help you manage your energy and get more done without burning out. Just like a car, your mind has different gears: high, middle, and low. Learning to switch between them is key to working smarter. Understanding the Gears The high gear is for your toughest, most important work—the stuff that needs all your focus, like solving a hard problem or writing a detailed report. Use this gear when you have lots of energy and can block out all distractions. It's powerful, but you can’t stay in it for long; it drains your energy quickly. The middle gear is your everyday speed. Think of it as "autopilot" for tasks that need less intense focus, such as checking emails, attending routine meetings, or working on familiar projects. You can stay in this gear for longer stretches, and it's where most of your day-to-day work happens. The low gear is for recovery and maintenance. This isn't about working at all! It's about taking breaks, moving your body, and doing activities that let your mind rest, like going for a walk or chatting with a co-worker. Using the low gear helps you recharge so you can shift back into middle or high gear when you need to. Drive Your Day Smarter The secret to regenerative performance is to be mindful of which gear you're in. Don’t try to do high-gear work all day. Schedule short, focused bursts in high gear, then shift to middle gear for less demanding tasks, and always make time for the low gear breaks. By consciously managing your cognitive gears, you'll improve your focus and keep your performance high without running out of gas. Want a quick visual reminder? Check out Cognitive Gears , summarizing these gears!
Great leaders don’t just manage tasks—they build people up. Christine Caine’s leadership advice reminds us that believing in others is one of the most powerful things we can do. When leaders believe in people, they help unlock potential that might otherwise stay hidden. It’s not about perfection—it’s about possibility. Believing the best of others means choosing trust over suspicion. Instead of assuming someone will fail, assume they’ll rise. This mindset creates a culture of encouragement, not fear. People work harder when they know their leader sees their strengths and believes they can grow. Leadership isn’t about being the smartest person in the room. It’s about helping others shine. That starts with listening, showing respect, and giving people room to learn. Mistakes will happen—but leaders who believe in their team use those moments to teach, not tear down. Christine Caine’s approach is simple but powerful: speak life, not doubt. Expect excellence, but lead with grace. When leaders believe in people and believe the best of them, they build teams that are confident, creative, and committed. In the end, leadership is less about control and more about trust. And trust begins with belief in people. Want a quick visual summary? Check out Better Leadership Starts with Belief , for a clear, inspiring breakdown you can share with your team.