“We need more accountability” is a common response to a missed target. But it can mean several different things. Was the outcome clear? Did the leader have authority to act? Was the work achievable with the team and time available? Did anyone give feedback before the month ended?

If the answers are uncertain, more pressure is unlikely to fix the system.

Build the conditions for ownership

Useful accountability has four parts: a clear result, decision rights, workable capacity and a review rhythm. The result should be specific enough to guide choices. Decision rights should say what a person can decide independently and what needs input. Capacity should match the work or make the trade-offs explicit. Review should come soon enough to help, not only to judge after the fact.

Consider a regional leader asked to improve site execution. If every local exception requires central approval, three national initiatives land at once and the measures conflict, the role carries responsibility without enough control. A clearer model would define priorities, escalation thresholds, support and a small set of outcomes.

Coach before the gap becomes a case

Regular feedback gives people a fair chance to improve. Ask what is working, what is getting in the way, what support is needed and what will be different by the next check-in. Record the agreed actions in plain language. When a formal employment process is required, use the organisation's people team and applicable guidance.

Accountability also travels upwards. Senior leaders should remove obstacles they own and be open about decisions they have delayed. That visible behaviour makes it easier to ask the same of the team.

Try this: For one important goal, write down the owner, standard, decisions they control, resources available and date of the next useful review. If any box is blank, start there.

For Australian employers managing underperformance, the Fair Work Ombudsman's guidance is a useful reference.

Make accountability more concrete with our guide to clarifying roles and decisions.