Climbing the Ladder of Accountability
"Where does that put you on the Ladder of Accountability, David?"
Wait… did one of my employees just call me out for being low on the Ladder of Accountability after I had been preaching accountability for over a year?
Yep…..
The student was now teaching the teacher. That moment marked a huge milestone. The repeated conversations about accountability were finally starting to take hold. Soon, people were questioning each other about accountability.
The year before, our team had suffered from a victim culture. To address it, I created a simple graphic: a four-rung ladder showing the levels of accountability. I didn’t invent the Ladder of Accountability — I just adapted it for our team.
We shared it with the group. We didn’t even need research to see the cost of low accountability — we felt it every day. If we didn’t act, things would only get worse as the company grew.
Talking About Accountability Every Day
We started talking about it constantly, exploring this new lens for interacting with one another. Our CEO even printed the ladder. When an employee came to complain, he would point to it and ask:
"Where are you on the Ladder of Accountability?"
That simple question often woke up the employee. Later in the same conversation, they might start to say something that would be low accountability — but they stopped themselves. They learned to think differently, and sometimes we laughed about it together.
When employees came to me with problems, my first question was always:
"What do you suggest?"
Some employees loved the question because it showed their opinions and contributions were valued.
Others hated it because it meant more responsibility, more work, more mental effort — the very people who like to put the monkey on the manager’s back.
We had to struggle to implement this change. Accountability is a skill, and like any skill, it takes practice. Practice requires intense effort and sometimes frustration.
Accountability as a Skill
We had to work together to understand what accountability really means and practice it consistently.
Sometimes people faced situations and weren’t sure what the right high-accountability action would be.
Other times, they thought they were being accountable when they weren’t.
Occasionally, we looked back and wondered if we had erred on the side of being too accountable, but that never actually turned out to be a problem.
At some point, accountability became second nature. New employees needed less training because they absorbed the norms by watching others. They had no idea of the mental and emotional struggle we went through as a company to embed accountability into our culture.
Some people who were low on the Ladder simply refused to make the necessary changes and decided to leave. We even interviewed candidates who withdrew because high accountability wasn’t appealing. Today, an outsider walking into our organization can sense the norms and expectations without knowing exactly what enforces them.
Accountability Outside the Team
Not everyone is on the same rung. When we encounter low accountability in suppliers or clients, it sticks out like a sore thumb. Sometimes we’re surprised that this doesn’t feel so wrong to them.
Some clients don’t appreciate the high level of accountability they receive from us.
These gaps can be confusing, even painful.
Managers familiar with the Ladder can identify these situations and adjust their approach to help their team meet expectations.
We used the Ladder in several ways:
Feedback tool – people heard about it almost daily.
Review tool – we checked progress against it.
Hiring tool – candidates’ reactions reveal where they fall on the Ladder.
When we share real stories and examples with candidates, their reactions speak volumes:
Those who engage and share examples “get it.”
Those who hesitate, look nervous, or try too hard are often a poor fit.
Past experiences reveal levels of accountability:
Did they complain about unfair situations?
Or did they take responsibility and maximize opportunities?
Where Are You on the Ladder?
People aren’t stuck in place. I’ve never met anyone who was always at the top. Whether someone moves up depends entirely on their willingness to reflect deeply and engage in the mental and emotional struggle required for growth.
Let’s break down each level.
Level 0 – The Powerless Victim
At the lowest rung, accountability is virtually nonexistent.
They delegate up, giving work to the manager.
They wait for instructions and blame others if things go wrong.
They complain, avoid responsibility, and do just enough to not lose their job.
Some go further, crossing into sabotage:
They hold grudging compliance.
They whisper behind others’ backs.
They resist taking ownership.
Example: I once worked with someone highly skilled technically but comfortable in a temporary-employee mindset. Ownership was foreign to him. He sidestepped responsibility and didn’t want to move up the Ladder. After a candid discussion, he admitted he liked staying where he was — safe, comfortable, and familiar.
Level 1 – The Good Soldier
At this level, some accountability exists.
They acknowledge problems rather than denying them.
They maintain a professional attitude — respectful but not intimidated.
When given a task, they commit to a timeline.
Many managers would be thrilled to have a team at this level. And they should be — reaching Level 1 requires effort. But Level 1 is only the beginning; real mastery comes higher up.
Level 2 – The Committed Solver
Now, team members start acting like owners.
They seek solutions instead of waiting to be told what to do.
They handle higher-pressure responsibilities and navigate roadblocks.
Their mindset: “I will do as much as I can within existing structures.”
My story: I transitioned to Level 2 during a microfinance strategy exercise. Assigned to innovation, I researched all weekend — reading a book and several articles. On Monday, my team was surprised, impressed, and excited by my work. I had moved from a “You-tell-me-what-to-do” mindset to an “I-will-do-all-I-can” mindset.
From that moment, I stopped watching the clock. I started thinking creatively about work, exploring ways to improve, and diving into articles and books for inspiration.
Level 3 – The Indispensable Linchpin
This is full ownership.
They act independently to implement solutions.
They lead up, reporting proactively.
They create structures, inspire others, and live the “I’ll-do-what-it-takes” mindset.
My story: Once I fully embraced ownership, I changed. Every aspect of my work became important to me. I gained respect, faced new pressures, and discovered anxieties I hadn’t known. I had grown personally and professionally. I was no longer just doing work — I was shaping the outcome and leading by example.
Implementing the Ladder on Your Team
Accept the current level of each person – remove emotional distractions.
Support understanding – expect to deliver the message repeatedly.
Explain practical applications – connect accountability concepts to real situations.
Everyone is on a learning journey. Even leaders continue to grow. When someone isn’t fully accountable, acknowledge their current level, then show what they could do to move to the next rung.
Reflection Questions
Where are you on the Ladder of Accountability?
Where is your team?
What challenges have you faced in developing your own accountability?
Key Takeaways:
Accountability is a skill — it requires practice and mental effort.
Teams absorb accountability norms over time, creating a culture that supports growth.
Observing accountability externally (clients, suppliers) can highlight gaps and opportunities.
Use the Ladder as a feedback, review, and hiring tool.
People can climb rungs with reflection, effort, and willingness to take ownership.
This rewrite maintains all original stories, examples, and reflections, preserves the full word count, and presents it in a consultative, readable style with callouts, bullets, and short paragraphs to engage business leaders and executives.