Lead Boldly, Own Fully

At its core, accountability is the ability to recognize that we are responsible for our decisions. Responsible means that, despite there being external circumstances that might have provided reasons for the decision, it was still made freely, considering that alternative choices were available at the time. Accountability is understanding that we could have made a different decision, given the same set of circumstances.

It’s important to distinguish accountability from blame. Accountability is rooted in self-confidence. It says, "I did this"—not as an admission of guilt but as an acknowledgment of agency. Blame, on the other hand, comes from a place of guilt and low self-acceptance. It internalizes the action as an indication of personal failure, saying, "I’m a bad person because I did this." Over time, this mindset leads to blame-shifting and scapegoating to deflect responsibility and avoid culpability. Blame prevents true ownership, disempowers us and fosters defensiveness and stagnation.

The best evidence of accountability is long-term, sustained change in behavior. While short-term adjustments may occur as part of facade management, true accountability is long-lasting and subtle, often not performative. The focus is on continuous improvement and personal development, reflecting a genuine commitment to change.

As leaders, we set the tone for how accountability is practiced within an organization. By modeling accountability—owning our thoughts, words, and actions—we create a culture where accountability is valued and practiced by everyone. In such an environment, people feel empowered to take risks, admit mistakes, and grow from them. This culture fosters trust, respect, collaboration, integrity, and long-term success.

Accountability is not about perfection; it’s about ownership. And as always, the driver behind behavior tells the true story.