If you lead a growing team, you’ll already know this: people don’t all have the same mindset when it comes to accountability.
Some need direction, reminders, and reassurance. Others just want clarity and space to get on with it.
But the bit most leaders overlook is that this changes over time. Even your most proactive team members can slip into conditional thinking when they’re overwhelmed, insecure, or thrown into something new.
And that’s OK: what matters is how you respond.
Because if you treat everyone the same, you’ll over-manage the strongest people and under-support the strugglers. The result will be bottlenecks, burnout and bruised egos – including yours.
So how do you lead with clarity and fairness while recognising that not everyone is operating at the same level?
Three levels of accountability
Let’s look at the three levels of accountability, and how to manage people accordingly.
Level 1: Resistant (aka “It’s not my job”)
This is where someone avoids or rejects ownership altogether. You’ll hear things like:
- “That’s not really my responsibility.”
- “I couldn’t do it – she never got back to me.”
- “I wasn’t told that was urgent.”
This isn’t always laziness. Often it’s a confidence issue, or a lack of clarity about expectations. Sometimes the person has been promoted too soon and is floundering. Other times they’ve been burnt before, and are avoiding blame.
How to manage them:
- Get crystal clear on expectations: what outcome, by when, and why it matters.
- Reassure them: let them know they have your support, and you’re there to help them succeed.
- Offer coaching or training to build skills and confidence.
- Monitor progress more closely than usual – and praise small wins.
- Most of all: stay curious, not judgmental. Find out what’s really getting in the way.
Example: You’ve asked a team member to lead a client meeting. They respond with, “I don’t think that’s my area – plus I’m not great at presenting.” This is your cue to coach, not criticise.
Level 2: Conditional (aka “I’ll do it… unless something gets in the way”)
Here, the person takes ownership – but only up to a point. You’ll hear:
- “I would’ve finished it, but the traffic was awful.”
- “The supplier let us down – nothing I could do.”
- “They didn’t give me the figures in time.”
This is better than outright resistance – but there’s still a mindset that circumstances justify inaction. And while it’s true that stuff goes wrong, the best people just don’t stop at the first hurdle.
How to manage them:
- Sit down and work through likely obstacles in advance. Ask, “What could get in your way here?”
- Don’t dismiss their concerns – help them come up with plans to handle them.
- Reinforce the importance of delivery over perfection.
- Be available for support, but don’t hover.
- Reward ownership – especially when they find a way through a tough patch.
Example: A team member misses a deadline because they’re waiting for someone else. Help them think through how they could’ve chased earlier, got partial info, or escalated the block.
Level 3: Proactive (aka “I’ve got this”)
This is where every leader wants their team to be. These are your calm, dependable high performers. They say things like:
- “We hit a snag, so I found a workaround.”
- “I know you’re busy – just wanted to let you know it’s sorted.”
- “The team were struggling, so I stepped in and kept things on track.”
This isn’t about being superhuman, but about mindset. These are the people who take responsibility for results – not just effort – and adapt when things go wrong.
How to manage them:
- Mostly: get out of the way!
- Check in on outcomes, not the process.
- Offer your support, but don’t hover.
- Make sure they know they’re seen – recognition matters, even to the most self-sufficient people.
- Watch for burnout. Just because they can handle it all doesn’t mean they should.
Example: You notice that someone’s been quietly covering gaps left by a colleague. They haven’t complained – but they’re carrying too much. Step in before it becomes a problem – and give them a pat on the back.
Final thoughts:
Accountability is a behaviour, not a personality type.
People move up and down this scale depending on the context – the task, the environment, even how they’re feeling that day.
So don’t label people. Coach them. Support them. Stretch them.
And make sure you are squeaky-clean yourself.
Above all, make accountability part of your culture – not just your performance reviews.
Because when people know what’s expected of them, feel supported in delivering it, and are trusted to do their jobs, they nearly always rise to the occasion.