Ownership is More Effective than Accountability

No one can really hold you accountable. Only you can hold yourself accountable for a result.

We often think that we can set targets and demand people hit them. But when the situation is emergent, and defining clear metrics is difficult, the reality is that unless people believe in the overall intent we will struggle to see real progress.

‘Hold him accountable’

During a transformation program, I had a candid discussion with a program director about a business lead who was underperforming on one of the workstreams. The director was frustrated, insisting we needed to write a detailed plan for this leader, especially since he hadn’t shown any progress towards the required targets for the past few months.

The director believed that if we clearly outlined the required changes with a detailed plan and had the executive implement them, it would solve the problem.

I saw things differently. This leader had been in the organisation for years and had survived similar programs of change. If we provided him with a plan, he wouldn’t resist it, but six months down the line, little would have changed. There might be some superficial progress, but the real issues would remain untouched.

The director, exasperated, argued that we needed to hold him accountable, measure his performance, and if he didn’t deliver, we’d seek his replacement. The reality, though, was that given the seniority and specialised nature of the role, finding a replacement would take another six months. By then, a full year would have passed, and we’d still be without meaningful progress.

Belief drives action

The real issue wasn’t the plan itself—it was that the business lead didn’t believe in the change. He didn’t see the transformation as necessary or achievable. Until he internalised the importance of the changes and took personal ownership of the results, no plan or accountability measure would make a difference.

What turned things around was when he finally recognised the value of the transformation and took full responsibility for the outcomes. Once that happened, he didn’t need proof and delivered ahead of other divisions, making tough decisions and reducing staff.

Resistance to significant change is common, particularly in technical organisations where staff are used to having ‘proof’ before taking action. However, if you are transforming a business and moving to a future that doesn’t yet exist, action needs to be driven by belief because the future can’t be verified ahead of time.

Team accountability

While it’s true that teams can hold themselves accountable through social dynamics and peer pressure, the reality is more complex. At any point, individuals can disengage—either by physically leaving or, more often, by reducing their effort and enthusiasm.

In a world full of ambiguity, what you really need is a team that shows up with relentless problem-solving and the ability to stay energised through the inevitable challenges and setbacks. This sustained commitment stems from a deeper alignment with the purpose of the project, not merely social pressure or metrics.

Metrics struggle with ambiguity

Metrics are excellent in environments where the situation is stable and the rules of the game are clear. However, in emergent, complex situations, the metrics that once seemed appropriate can quickly become outdated. If people are fixated solely on the numbers, they’ll likely be frustrated as the ‘goalposts move’ over time.

When facing uncertainty, ownership should drive behaviour more than rigid accountability metrics. I recall working with a senior manager who, when presented with a significant new challenge, said, “I don’t know how to get there but will sweat blood to make it happen.” That gave me confidence that she was likely to succeed.

Ultimately, the key is who you are, what you believe in, and the personal standards you set. In complex projects, ownership—driven by internal conviction—is far more powerful and sustainable than external accountability.

Three questions

If you're leading a complex transformation, ask your team these questions to understand the level of ownership:

1. What does it mean to you if we don’t achieve these outcomes?

2. What are the biggest obstacles in the way of our success?

3. What support do you need to make this happen?

Their answers will reveal how much they have internalised the mission—or whether they’re already positioning themselves to find excuses for failure.

In the unpredictable world of complexity, ownership consistently motivates the right behaviours and drives lasting results more effectively than accountability alone.