As leaders, managing accountability is crucial—not only holding ourselves accountable but also ensuring that those we lead meet their responsibilities. To make accountability management smoother and to increase the likelihood that people consistently fulfill their commitments, I think there are a few strategies to consider.

Imagine this square represents the accountability an individual is expected to take on. Our goal is for them to deliver on this accountability completely.

The first step is engaging in a discussion with them about their accountability. Simply assigning accountability without dialogue can lead to unrealistic expectations, as they may lack the skills needed or face limitations we’re unaware of. Through dialogue, we clarify what their accountability should be and ensure both parties agree on it. This way, we define and confirm what they’re committing to achieve.

At the end of this conversation, they should be able to clearly state: “This is what I commit to do.” It’s essential that they understand that this commitment is non-negotiable; they’re expected to deliver on it fully.

Some might ask, “But shouldn’t we encourage them to exceed expectations if possible, especially with something like a sales target?” Yes, we do want them to aim higher when feasible, but we must first establish an agreed-upon target.

This brings us to the second component of accountability: “Commit to try.”

The individual can say, “I’m committed to achieving this target, but I’ll also make an effort to exceed it.” This “commit to try” is an area where they may aim to go above and beyond, and we support them in that effort. However, it’s different from their baseline commitment.

When it’s time to evaluate their performance, we separate the “commit to do” from the “commit to try.” If they fall short in their “commit to try,” it’s acceptable—there’s flexibility and support here. If they fall short in their “commit to do,” however, that’s different. This is their primary responsibility, and accountability is critical here.

In managing accountability effectively, we create these two distinct categories: what they commit to deliver and what they commit to try to exceed. This approach lets us set realistic expectations while also encouraging extra effort, and it allows us to assess accountability in a way that’s both fair and motivating.