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.
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.
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.
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.
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.
To David Kirk’s list, we’d add two more observations based on our client work and internal culture:
Together, these traits allow teams to move faster, adapt better, and sustain high performance over time.
Creating a culture of accountability isn’t about more oversight—it’s about clearer ownership and deeper trust. Here’s how leaders can begin:
Even small shifts in structure and language can move a team closer to being one that owns outcomes together.
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.
Ready to build a culture of accountability in your team? Learn how Stratford helps leaders drive team performance through clarity, coaching, and culture.
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Dean Fulford brings more than 20 years of experience and a deep expertise in leadership development, organizational development and design, project management, process mapping, and best-practice benchmarking activities. With an extensive background in organization development and effectiveness, performance consulting and process improvement, Dean compliments his HR background with strong process management and competency-based project experience. With an Engineering degree he brings a high technical aptitude to his engagements that make him a credible voice with deeply technical clients. |
[FROM THE ARCHIVES: This blog post was originally published in 2019 and has been updated with new content.]