What makes some teams consistently outperform others? It’s not just technical skill or organizational tools—it’s a shared sense of accountability. In this post, we explore what elite teams teach us about performance, why accountability is the missing link in many underperforming teams, and what leaders can do to embed it into their team culture.
Accountability Isn't a Soft Skill—It's a Performance Driver
In our work with clients at Stratford, we often get asked: “What’s the secret to a truly high-performing team?” While the answer varies by context, one factor consistently rises to the top—accountability. Not the kind enforced by hierarchy or process, but the kind that emerges from shared purpose, mutual commitment, and trust. In this post, we’ll explore what truly accountable teams look like, why it matters, and how you can start fostering this culture in your organization.
Our Approach
We feel we have a high performing team at Stratford. And it feels great to be able to say that-not because of metrics alone, but because of the people behind them. We’re fortunate to work with colleagues who are generous with their expertise, deeply committed to growth, and passionate about helping others lead and transform effectively.
But, more than anything, what makes our team effective is this: we are accountable to each other. That shows up every day in how we collaborate, challenge, follow through, and support one another. It’s not accidental—it’s cultural.
What Elite Teams Can Teach Us About Performance
In researching accountability, I was often led to examples of sports teams. A great example is David Kirk who talks about his experience as the Captain of the famed New Zealand All Blacks rugby team in an older McKinsey article titled “World Class Teams“.
In the article, the former captain of New Zealand’s All Blacks, once outlined five attributes that defined their success—which apply as much to business as to sport. When these qualities are present, accountability isn’t an imposed rule—it’s a natural outcome.
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- Teams have something to believe in; they are rational but they are also emotional
- The value of complementary, highly skilled people
- They embrace a mindset of learning and growth where they never rest on their past successes
- They agree on behavioural boundaries-what is and isn't okay
- The capacity to recognize, face, and tackle interpersonal issues promptly
Each of these traits creates the conditions for accountability. When people believe in the mission, know where they stand, and have strong interpersonal foundations, they’re far more likely to hold themselves—and each other—to high standards.
What Accountable Teams Do Differently
To David Kirk’s list, we’d add two more observations based on our client work and internal culture:
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- A set of agreed to measures of team success (along with some structure to share progress easily). Accountable teams don’t just rely on personal KPIs or departmental scorecards. They define collective goals—and review them often.
- An absolute commitment to each other’s success. Accountability is as much about mutual investment as it is about individual follow-through. When team members are committed to helping each other thrive, they tend to deliver consistently, communicate openly, and recover from setbacks faster.
Together, these traits allow teams to move faster, adapt better, and sustain high performance over time.
How Leaders Can Build Accountability Into Team Culture
Creating a culture of accountability isn’t about more oversight—it’s about clearer ownership and deeper trust. Here’s how leaders can begin:
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- Model it. Leaders who show up consistently, own their outcomes, and admit mistakes set the tone.
- Create shared metrics. Develop visible, co-created dashboards or milestone reviews that keep team progress in focus.
- Make feedback normal. Build regular, two-way feedback into team routines—not just annual reviews.
- Normalize tough conversations. Equip your team to surface tension early and navigate conflict constructively.
- Celebrate collective wins. Recognize when team behaviours—especially accountability—directly contribute to outcomes.
Even small shifts in structure and language can move a team closer to being one that owns outcomes together.
Final Thought: It’s a Culture You Build
Accountability isn’t something you enforce—it’s something you grow. When people understand what’s expected, believe in the mission, and feel supported by their peers and leaders, accountability becomes second nature. And that’s when teams move from good to great.
So tell us… do you see these characteristics in your team? What other characteristics are contributing to your team’s success? We’d love to hear about them.
Explore More
Ready to build a culture of accountability in your team? Learn how Stratford helps leaders drive team performance through clarity, coaching, and culture.
- Looking to dive deeper into team effectiveness? Read Is a High-Performing Team Enough?
- Looking for how to tackle tough conversations? Read The Cultural Cost of Avoiding Difficult Conversations
About the Author:
[FROM THE ARCHIVES: This blog post was originally published in 2019 and has been updated with new content.]