We recently conducted a workshop for one of our long-time clients. The brief they shared was clear. Team members, when faced with problems, tended to slip into blame games, finger pointing, and a mindset of helplessness. Accountability was missing, even though the individuals themselves cared deeply about team success.
This behavior reminded me of a powerful concept I had read about in The Oz Principle. It introduces the idea of operating either above the line or below the line. Above the line, people take ownership, accountability, and initiative. Below the line, people deny, blame, and wait for someone else to fix things.
In conversations with the team, it became clear that most members genuinely wanted to contribute, but they were stuck. They were reacting to issues instead of owning them. It wasn’t intentional. It was simply a lack of awareness and a missing structure to work with.
So we designed a two-day workshop based on the four Steps to Accountability, to help the team understand the shift they needed to make. These steps provide a practical path to move from reaction to ownership. Let me walk you through each step in detail.
Step 1: The Courage to See It
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The first step is awareness. This is where accountability begins. Seeing reality as it is, not as we wish it to be.
There is a well-known story from Intel. When Andy Grove and Gordon Moore were leading the company, Intel was still focusing on memory chips, even though it was clear the market was moving elsewhere. Grove asked Moore, “If we got kicked out of the company today, what would the new management do?” Moore responded, “They would get out of the memory business.” That one insight led Intel to focus on microprocessors, a move that redefined the company’s future.
That is the power of choosing to see reality.
Companies like Nokia and Kodak failed to make this shift. They held on to old models and resisted seeing what was happening around them. The cost was enormous.
In any team, the first challenge is to be honest. We need to:
- Notice when we are falling into blame or denial
- Ask what part of the problem we own
- Be willing to hear feedback, even when it is hard
When teams are encouraged to acknowledge reality without judgement, they create space for growth.
Step 2: The Heart to Own It
Once we see the issue, the next step is to take ownership. This is not about blame. It is about responsibility.
There is a quote I often return to: “If you are not part of the problem, you cannot be part of the solution.” Ownership means recognizing that our actions, or inaction, shape the outcomes around us.
A moment that illustrates this came from Indian cricket captain Virat Kohli. In a match where he scored a century but the team still lost, he could have blamed others. Instead, in the press conference, he said, “I take responsibility. I should have stayed and taken the team through.” That is leadership. That is ownership.
When we take responsibility, even when others have contributed to the issue, we gain the power to change the outcome next time.
We encourage teams to ask themselves:
- What could I have done differently?
- How did my behavior influence this result?
- Am I willing to admit mistakes, even small ones?
Ownership frees us from helplessness. It puts us back in control.
Step 3: The Wisdom to Solve It
Seeing and owning are important. But unless we act on them, change will not happen. This is where we begin asking the most powerful question of all: What else can I do?
This step shifts us into problem-solving mode. It opens the door to creativity and innovation.
One story that inspires me deeply is that of S.R. Rao, the municipal commissioner who transformed Surat from a city known for its filth to one of the cleanest in the country. When Rao took charge, the city had just faced a plague outbreak. Most people blamed the residents, saying they lacked civic sense. But Rao didn’t accept that. He saw a challenge, took ownership, and began asking what else he could do.
With no additional funding and no extraordinary tools, he led by example. He set higher expectations. He modeled new behaviors. And slowly, the city began to change.
The Solve It step is about:
- Staying curious and resourceful
- Refusing to accept excuses or limitations
- Thinking beyond what has already been tried
Sometimes, solutions come from the most unexpected places. But only when we are willing to keep asking that question.
Step 4: The Commitment to Do It
None of this matters unless we follow through. Accountability is not a concept. It is a practice.
This is the step where intentions become actions. Where we demonstrate reliability and integrity.
In many workshops, teams understand the first three steps. But they struggle here. They are enthusiastic, but they lack the systems or discipline to maintain change. That is why we help them build mechanisms for accountability—peer check-ins, clear milestones, shared goals.
I remember Nokia’s CEO once said, “We didn’t do anything wrong, but somehow we lost.” That sentence says everything. In a world of change, doing nothing is sometimes the biggest mistake.
When you truly commit to action, you:
- Follow through on what you said you would do
- Communicate clearly when you are stuck
- Ask for help early, instead of waiting too long
This step builds trust. It signals reliability. And it creates momentum.
A Culture Built Above the Line
So where do you and your team stand right now?
Do you:
- Acknowledge reality with courage?
- Own outcomes, even when others fall short?
- Solve problems with creativity and persistence?
- Follow through with commitment and care?
If yes, then you are already building a culture of accountability.
If not, that is okay too. These steps are not a test. They are a roadmap.
The most powerful teams are not perfect. They are willing to grow. They understand that mistakes are part of progress. But they also understand that progress begins with ownership.
If you are interested in strengthening these mindsets across your organization, you may also enjoy reading The Power of a Huddle or Why Feedback Matters.
Let me close with this thought. Accountability is not about who failed. It is about who will lead forward. And leadership is not about position. It is about action.
Every moment offers a choice. To operate below the line, or above it.
Which will you choose today?
