In the world of strategic planning, few words are used as often—and misunderstood as deeply—as “accountability.” While it might evoke thoughts of micromanagement or finger-pointing, true accountability is neither punitive nor passive. It’s an empowering structure that connects individuals to outcomes, encourages team alignment, and fuels real progress.
In a recent episode of The Strategy Gap podcast, Jonathan Morgan (SVP of Operations) and Joe Krause (SVP of Strategy Consulting) dive deep into what accountability actually means within the context of strategy execution. Drawing on their firsthand experience with hundreds of organizations, they discuss how accountability (when done right) transforms plans from aspirational documents into concrete, measurable success.
1. The Accountability Myth: It’s Not About Groups, It’s About Ownership
One of the biggest pitfalls in strategic planning is assigning ownership to a group instead of a person. According to Jonathan Morgan, this ambiguity is the root of many execution failures:
“If there was a fire and you had to go figure out something related to this… who’s the one person you would reach out to? That’s the person who ultimately is accountable for that.”
This “fire drill test” is a simple but effective way to stress-test your accountability assignments. When five names are listed next to a goal, it usually means no one is truly responsible. This leads to confusion, delays, and last-minute panic—a dynamic that Jonathan likens to group projects in school where “either nobody does the work or one person ends up doing all of it.”
Joe echoes this from his consulting work, emphasizing that assigning a single person to every item in a plan is the “number one” rule:
“Assigning an individual to each item… has to be done every single time. I’m still shocked when I see plans where that isn’t the case.”
The takeaway? If your strategic plan doesn’t have clear, individual accountability built into it, it’s not really a plan—it’s a wishlist.
2. Visibility Breeds Engagement: Make Accountability Public
Assigning ownership is just the beginning. For accountability to be meaningful, teams need consistent opportunities to report progress—and see how their work fits into the bigger picture.
Too often, updates are requested from contributors, but leadership fails to follow through by reviewing or discussing those updates. Jonathan warns that this disengages employees:
“You’re asking people to make updates… and then they’re seeing nothing out of it. They’ll stop participating because they assume it’s not important.”
So what’s the fix? Make the work—and its progress—visible. Joe suggests simple steps like scheduling recurring check-ins months in advance and avoiding cancellations at all costs. But visibility isn’t just about leadership meetings. It’s about organizational communication.
Jonathan explains:
“Even something as simple as a dashboard on your intranet, or a report that goes out each month, can remind employees, ‘Hey, what I’m working on matters. People are looking at it.’”
Visibility drives accountability because it links effort to outcomes. When employees see their piece of the puzzle on display—and tied to real goals—they’re more likely to stay engaged and take ownership.
3. Accountability Is Motivating—If You Set the Right Environment
Contrary to its reputation, accountability isn’t about “catching people slipping.” Done right, it’s a powerful motivator—especially when tied to recognition.
As Joe puts it:
“People aren’t going to intrinsically want to go above and beyond… unless you give them a good reason.”
That reason doesn’t need to be monetary. Low-cost tactics like public recognition, small awards, or even a leadership shout-out can go a long way. When people see their peers praised for good work, it creates a ripple effect. As Joe notes, “They’re going to want to gravitate toward that, even if they’re just punching the clock.”
But leaders also need to remember that employees have a “day job,” and anything outside of their normal responsibilities will feel like extra work unless you show them why it matters. That’s why Jonathan emphasizes the role of leadership in creating clarity and meaning:
“Leaders need to understand who needs what type of accountability… and how to empower them to be successful.”
This includes recognizing that different employees are motivated differently. Some are “superstars,” always eager to take on more. Others are “rock stars”—steady, reliable, and less interested in climbing the ladder. Both types are valuable, but they require different management strategies. Accountability should be flexible enough to support each person where they are.
4. The Generational Factor: One Size Doesn’t Fit All
In today’s workforce, organizations are managing four or five generations at once. That adds a layer of complexity to accountability structures that many leaders overlook.
Jonathan puts it plainly:
“You can’t think about accountability across 1,000 employees the same way. It’s never going to work.”
While older generations might respond well to structured processes and in-person check-ins, younger workers might thrive with asynchronous updates and visible recognition. Some value stability and clarity, others crave advancement and autonomy. It’s up to leaders to account for those differences when designing how accountability works in practice.
Joe recounts an example from his early career at a pharmaceutical company, where people were expected to follow a rigid career path—or risk being seen as underachieving. Eventually, leadership realized that not everyone wanted to move into management. They built alternate progression paths for those who wanted to stay in their roles long term and be great at them. That simple shift improved retention, morale, and overall output.
This story is a reminder that accountability can’t be based on assumptions. Leaders must be intentional about defining success—and recognizing it—in diverse ways.
Final Thought: Create the Environment First, Then Expect Results
Strategic accountability doesn’t happen by accident. It requires structure, consistency, and intentional culture-building from the top down.
You can’t expect people to care about the plan if you don’t give them a reason. You can’t expect progress if you don’t make room for visibility. And you definitely can’t expect results if you don’t assign clear ownership.
As Joe says:
“You as leaders have to create an environment where people want to care.”
And that’s exactly what this episode of The Strategy Gap helps you do—build an execution environment where accountability isn’t a burden, but a catalyst for success.
Listen to the full episode: “The Role of Accountability in Strategic Success”
Hosted by Jonathan Morgan (SVP of Operations) and Joe Krause (SVP of Strategy Consulting), this episode is packed with real stories, actionable takeaways, and strategic insights. Available now wherever you get your podcasts.
Listen to The Strategy Gap
A podcast about the space between savvy strategy and practical execution, including everything that can go wrong on the way.
