Accountability vs Responsibility

Good leaders start by looking in the mirror, asking how they contributed to a problem, and then own the outcome. The article argues that accountability for results belongs to the leader, but responsibility for day-to-day work should be delegated to the team, creating a tension that can be resolved with clear ownership structures.

Psychological safety is the foundation. When a leader consistently asks, supports, and rewards speaking up, teams become comfortable flagging issues early, sharing ideas, and admitting gaps. Gallup data showing reduced turnover and higher productivity, plus Google's research on high-performing teams, illustrate why safety translates into better results.

The piece introduces practical tools: the "monkey" framework from The One Minute Manager to make ownership explicit, and a conviction-vs-consequences grid to decide when to step in or delegate. It also references the RICE scoring model for prioritizing work, showing how leaders can systematically allocate attention based on impact and risk.

Finally, it gives concrete questions leaders should ask themselves before and after projects - did I equip the team to win? Did I set realistic goals? - and stresses that the real job is to create conditions where the team can thrive without micromanagement, turning responsibility into collective success.