Creating a Culture of Accountability Starts at the Frontline

Written by Michael Huff

When you lift weights, you’re tearing muscle fibers, and during the recovery process, the muscle rebuilds stronger than before. Accountability works the same way. It can feel uncomfortable and sometimes painful, but it stretches us and fosters growth. Get uncomfortable, andyou grow; avoiding the tension and the tough conversations ends up hurting more than it helps.

The purpose of accountability isn’t about playing “gotcha”; it’s about helping others improve, learn, and grow. Yet, many leaders struggle with accountability because they see it as confrontation rather than coaching. But what if accountability wasn’t about catching someone doing something wrong but about helping them get it right? This article explores how to create a culture of accountability, barriers that might get in the way, and ultimately, how organizations can flourish.

The Shifting Lens of Accountability in the Workplace

Somewhere along the way, accountability stopped being about ownership and started sounding like a warning label. Corporate scandals, incivility in the workplace, and organizational cover-ups became the norm, with spin doctors aiming to minimize the damage or pass the buck. Yet the most effective leaders reframe accountability, not as punishment, but as partnership.

In his TED Talk, Jocko Willink, author of Extreme Ownership and former Navy SEAL, shares a story of a mission gone wrong. It would have been easy to blame others, but instead, Willink emphasizes the importance of leaders taking ownership to create a culture of accountability. Willink’s story originates from the battlefield, but the principle is universal: in business, as in war, taking ownership begins with the leader.

Leaders are expected to give credit, not take it, and to take the blame and not assign it. The term “leader” means to guide or bring forth, which requires taking an active role with those they lead. The leader sets the tone for the team, modeling personal accountability and establishing clear expectations for the behaviors they tolerate from those they lead.

Leaders are expected to give credit, not take it, and to take the blame and not assign it.

The Ladder of Accountability

During our Leadership Fundamental training events, we introduce the participants to the ladder of accountability, a concept attributed to the book The Oz Principle. The ladder visually displays the progression of mindsets and behaviors from those who avoid accountability to those who embrace it.

Climbing the Ladder of Accountability

The top four rungs represent accountable behaviors, things you make happen, while the bottom four represent victim behaviors, things that happen to you. When problems arise or when the unexpected occurs, it’s easy to start on the bottom rungs, but you can’t stay there. The quicker you can recognize these behaviors in yourself and those you lead, the quicker you can move up the ladder and reinforce the desired culture of accountability.

• Blame Others: “We have unplanned downtime because we are short on materials from our supply chain.”
  • Example: A team misses a deadline and immediately points fingers at other departments.
  • Reality: Blaming others neither solves the current problem nor prevents future problems; it simply conveys a complete lack of accountability. Instead, effective leaders create an environment where everyone is set up for success, learns from mistakes, and paves the way for effective problem-solving.
• Personal Excuses: “It’s not my job.”
  • Example: Dismissing an issue without considering the organizational impact.
  • Reality: Everyone plays a role in the organization’s success. Break down silos through collaboration and leading by example.

• I Can’t – “There’s nothing I can do about it.”
  • Example: A leader stops trying to influence a poor culture because they feel powerless.
  • Reality: Inaction is still a decision. Change begins with one small step in the right direction that builds momentum, and then soon you have a movement.

• Wait and Hope – “Maybe it’ll fix itself.”
  • Example: Avoiding a conversation with a poor-performing team member in hopes they’ll improve on their own.
  • Reality: This is probably one of the most challenging aspects of leadership, and it shouldn’t be. Employees may see this as a withdrawal from the emotional bank account, but in the long run, if the leader comes from a place with the employees’ best interest in mind, these conversations, when rooted in care, often become turning points for the employee.

• Acknowledge Reality – “Here’s where we actually are.”
  • Example: A production leader owns a missed goal and brings the team together to assess the root cause.
  • Reality: The situation might not be ideal, but there’s often an opportunity to influence it positively. Encourage proactive actions over passive acceptance.
• Embrace It – “This is our mountain to climb.”
  • Example: A plant manager takes ownership of a safety incident even if they aren’t directly involved.
  • Reality: When leaders walk the walk, they build trust, create a psychologically safe workplace, and reinforce that everyone is on the same team.
• Find Solutions – “Let’s figure this out together.”
  • Example: A team lead proactively changes the workflow after identifying delays.
  • Reality: It’s easy to dwell on what went wrong, but accountability turns that energy toward what can be done next. Solution-seeking leaders model ownership and spark innovation from the ground up.
• Make It Happen – “We’re going to get this done.”
  • Example: A supervisor sets new performance standards and follows up weekly to ensure progress.
  • Reality: Making it happen begins by casting a clear vision, removing roadblocks, and creating the rhythm and accountability needed to get across the finish line together.

Q & A with Alex Reneman on Creating a Culture of Accountability

Climbing the ladder is one thing on paper; it’s another in the heat of leading people, projects, and pressure-packed moments. To bring this to life, I spoke with Alex Reneman, President and CEO of Mountain Leverage. His insights, along with his Flourishing Podcast, offer practical wisdom for anyone striving to build accountability into their teams, their organizations, and even their everyday lives. 

Michael Huff:
Our Leadership Fundamentals Training emphasizes the difference between influencing others and simply using authority. Why do you think relying on position or title alone fails to build true accountability within teams?

Alex Reneman:
I think it’s the weakest form of leadership there is—to leverage your position. It doesn’t age well; it’s almost like being a dictator, eventually, the head comes off. When someone becomes subservient, it turns off parts of their brain, and you lose access to their full magic. You’ve basically eliminated more than half of their potential. But if you unlock people, if you create an environment that nourishes accountability, and lead in a way that encourages them to be their magical selves, that’s when teams flourish.

Michael Huff:
When someone transitions into leadership, especially from within the team, it can be tough to navigate those existing relationships. How do you hold former peers accountable without feeling like you owe them something—or risk treating them differently?

Alex Reneman:

You need to be empathetic because you’ve been there. I know that can be difficult to navigate, but it’s less about “I won this thing, now listen to me.” Now, you’re in a role where you can actually help and make the organization better. What’s best for the organization is often what’s best for the employees. You can help leverage your skills and the skills of others in a way that benefits all of us. A company recognizes that employees who are flourishing means the company is flourishing; it’s a group win. That’s how I try to look at it.

Michael Huff:

How do we navigate the negative perception around accountability in the workplace?

Alex Reneman:

If there’s zero tolerance, people start hiding their mistakes. There has to be an environment that’s set up to allow people to fail and support them along the way. Giving feedback sometimes feels hard. When I’m doing it well, I just come right out and say it and have a clear but compassionate conversation. I tell them what I’m seeing; I ask them what they see. Questions are more powerful than statements. Instead of coming at them and accusing them, I’ll say “This didn’t feel right,” and ask, “What did you think?” It’s about learning, not about blame. It’s about identifying what could have been done better. I don’t think any of those tactics work if you haven’t already created an environment that allows that type of conversation to happen.

“My goal is for you to flourish—ideally here at Mountain Leverage. But if not, then somewhere else. If we focus on each person’s flourishing, everything else—results, value, impact—follows. It’s not about playing games or holding people hostage. It’s about creating a place where people thrive because when they do, we all win.” Alex Reneman 

Michael Huff:
How do you prevent people from taking advantage of you as a leader?

Alex Reneman:

I’m not a passive leader. I’m actively engaged. I reveal who I am, and they see my work ethic and what we are trying to accomplish. They also know I care, that I expect great results and excellence, or at least the pursuit of excellence. I’m not the best manager, so instead of trying to be a better manager, which I’ve tried to be over the years, we built a culture that creates this immune system that will prevent people from trying to take advantage of me or others. It’s truly an organism, not an organization, that has this immune system of culture for those of us who fit here. It’s super cozy. We love it. It lets us flourish. And for those that don’t, it’s really difficult.

Michael Huff:

As leaders, how do we move forward and continue investing in someone without letting past attitudes, constructive feedback, or mistakes cloud our judgment?

Alex Reneman:

Grace. It’s not an easy answer. It’s hard to live out. Instead of thinking, “This person was against me,” I consider, “This person was struggling with some things, past history or events, and they responded the best they knew how in that moment.” Maybe that won’t work in every situation, but it’s worked for me a ton, and then all of a sudden, they overcame this hard thing. They see me as their champion who is rooting for them to flourish.

Frontline Focus, Long-Term Results: The ROI of Accountable Leadership

Talking with Alex reminded me that accountability isn’t about control; it’s about care. It’s about creating the kind of culture where people feel safe enough to fail, supported enough to grow, and challenged enough to thrive. Although his impostor syndrome may tell him otherwise, he’s created a culture of accountability rooted in ownership, trust, and yes, flourishing.

When leaders model accountability, they don’t just improve performance; they build trust, resilience, and long-term engagement. However, holding yourself and others accountable doesn’t always come naturally. At Double E Workplace Solutions, our training equips frontline and emerging leaders with the tools to lead with ownership and grow teams that thrive.

Contact us today to see how we can help your leaders tackle tough conversations with confidence, enhance their understanding of employee behaviors, and foster a culture where accountability drives real results.