The Accountability Formula You’ll Actually Want to Use

Even as leaders—especially as leaders—that word can still gross us out a little, yes? Or make us a little…uncomfortable?

Totally get it. A big part of that is because accountability has often been framed as something that’s done to us—when we’re individual contributors, at least. It feels like blame. Or shame. Or a weird “gotcha!” moment where our bosses are trying to see if we’re actually doing our work. If you’ve ever had accountability weaponized against you, all of those Schitt’s Creek’s GIFs are totally understandable.

It also means that when the switch flips & we’re leading, we might hesitate to hold our teams accountable because we’re afraid to come across as controlling, harsh, or just plain NOT FUN. 

I mean, who wants to invite the “Accountability Police” to the team meeting? 

But what if accountability wasn’t about being harsh—but about being clear? That’s it’s not about calling people out—but about calling people forward? 

Here at The Perk, we see it differently. In fact, we teach it differently. Accountability isn’t about catching people doing things wrong. It’s about creating the kind of culture where people understand what’s expected of them and feel supported to meet those expectations—together.

And we do that by teaching a super simple formula: 

Clear Expectations + Feedback = Accountability

Let’s break that down a little:

✅ First, Clear Expectations: You can’t hold someone accountable to an expectation that’s never clearly communicated. It sounds obvious, right? But you’d be surprised at how often we actually skip this step & assume people “should just know.” Clear expectations are:

• Spoken out loud—not assumed.

• Documented—not floating in a Slack thread or your brain.

• Co-owned—not handed down from on high.

In reality, setting expectations isn’t about control at all. It’s about co-ownership. When expectations are clear & co-created, they become a mechanism for building trust, not a rulebook to follow.

✅ Second, Feedback: If someone isn’t meeting expectations, this is where feedback comes in. And yes—giving feedback can feel uncomfortable. But here’s a mindset shift that we teach courtesy of Kim Scott’s Radical Candor (if you haven’t read this book, it’s a great one to add to your list!): 

I give feedback because I care, I believe in this person, & I want them to grow. 

To make feedback less scary & more specific, we teach the FBI Model:

F = Feelings: How did their behavior make you feel?

B = Behavior: What exactly did they do (no vague vibes here! Clarity is kind)?

I = Impact: What effect did it have on you, the team, or the outcome?

Here’s an example:

“When you sent the report without checking in first (Behavior), I felt caught off guard (Feeling), because I wasn’t prepared to speak to it in the meeting (Impact).”

You can use this same model for positive feedback, too:

“When you helped me prep those materials (Behavior), I felt grateful (Feeling), because it kept us on track & made the client feel supported (Impact).”

So, the next time you feel that “ugh, accountability” reflex kick in, pause & reframe what your mind WANTS to tell you about accountability.

This isn’t about controlling anything or anyone—it’s about clarity.
It’s not about confronting your team for what they have or haven’t done. It’s about connection.
It’s not about catching people in the act. It’s about calling them into their potential.

And that includes you, too.

Because when you lead with expectations that are clear & feedback that’s rooted in care, you’re building SO much more than accountability.

You’re building a team where people know where they’re headed & feel supported every step of the way.

You've got this,