In workplaces where accountability is lacking, the impact isn't always obvious, but it's deeply damaging. Deadlines are missed without explanation, and no one feels compelled to follow up. Mistakes are silently ignored rather than addressed. Team members blame each other when things go wrong, but no one steps up to fix the root cause. Over time, high-performing employees become disillusioned, while others disengage completely, convinced that mediocre work will not be questioned. Result? A culture where trust erodes, and performance suffers. 

At its core, accountability is something that seems obvious: people taking ownership of their actions, results, and decisions. It is not just about meeting deadlines or delivering results, but doing so with integrity, transparency, and alignment with shared values. 

This is, or should be, invisible in everyday behaviour. It starts with something as simple as meeting deadlines and targets, and owning it when something is missed. For instance, a marketing executive submitting a campaign report ahead of a board meeting shows accountability by respecting timelines that impact broader business decisions. A finance analyst who miscalculates a forecast and quickly corrects it when called out is taking responsibility for the error. Being able to address your own mistake without defensiveness shows maturity and integrity.

Transparent communications are part of accountability, keeping others in the loop. Whether updating a manager about project delays or flagging a supply chain risk to stakeholders, timely, honest communication builds trust and helps teams course-correct early.

Showing initiative — not waiting to be told — and being solution-oriented is another form of accountability. When an employee notices a recurring client complaint and proposes a process change to reduce it, they’re demonstrating awareness and initiative, and taking ownership of the issue. A team lead, for example, noticing workflow bottlenecks and recommending a new project management tool, demonstrates both awareness and initiative.

Two cultures: When failure teaches and when it destroys

A very large part of encouraging a culture of accountability is feeling safe to fail, and even embracing failure in order to innovate. People will not be willing to take on accountability if they are punished for it. This is why leading organisations such as Google and Tata have even normalised failure as a stepping stone to growth — with initiatives like 'failure parties' and awards for the ‘Best Failed Idea’ — reinforcing a culture where ownership is rewarded over perfectionism.

At Google, failure isn’t hidden — it’s studied, shared, and even celebrated. The company is known for encouraging calculated risk-taking, especially within its innovation-focused teams. One well-known example is the now-retired “X” moonshot factory, where teams held regular “failure celebrations” to recognise projects that didn’t meet their intended outcomes but produced valuable insights. These moments weren’t seen as setbacks, but as crucial learning opportunities that demonstrated ownership, courage, and creative thinking. By publicly acknowledging failed attempts and rewarding the lessons learned, Google reinforces a culture where employees feel safe to take responsibility — even when results fall short — and are motivated to keep pushing boundaries.

Similarly, Tata Group, one of India’s largest and most respected conglomerates, has institutionalised this mindset through its annual “Dare to Try” awards. These awards honour employees or teams whose bold ideas failed in execution but demonstrated strong initiative and alignment with business goals. The recognition sends a clear message: what matters most isn’t flawless outcomes, but a willingness to take ownership, innovate, and learn. This approach not only boosts morale but also strengthens the collective accountability within teams, as employees understand that responsible risk-taking and transparent reflection are valued far more than silent avoidance or perfectionism.

On the other hand, Wells Fargo offers a sobering lesson on how a lack of accountability and a culture that punishes transparency can lead to widespread failure within an organisation. In the early 2010s, the bank came under fire when it was revealed that its employees had opened millions of unauthorised customer accounts to meet aggressive sales targets. Many frontline workers later testified that they felt enormous pressure to meet unrealistic targets and feared punishment or dismissal if they failed to do so, even if that meant breaking or bending the rules. Whistleblowers were reportedly ignored or retaliated against, and executives did not take responsibility until the scandal became public. Instead of encouraging open dialogue or addressing systemic issues, the organisation's culture rewarded results at all costs and penalised those who spoke up. The consequences were devastating: millions in fines, damage to reputation, loss of customer trust, and a major management shake-up.

A simple playbook for building accountability

Here are a few simple things HR and managers can do to foster accountability across the organisation and within their teams.

1. Clarify roles and KPIs: Link individual responsibilities to business outcomes such as revenue or customer satisfaction.
2. Follow the numbers: Use performance dashboards to track and review metrics that will help benchmark performance.
3. Promote transparency: Keep employees in the loop on goals, progress, and challenges.
4. Deliver timely feedback: Address performance issues fairly and constructively, in a timely manner.
5. Foster psychological safety: Do not penalise people for speaking up, even about failures, and take their input seriously.
6. Upskill your workforce: Provide learning resources that help employees meet the expectations of their roles.
7. Lead by example: Consistent leadership behaviour sets the cultural standard.