Interview: Future Proof Advisors and Joe Curtis
Q&A on Creating a Culture of Accountability
I was just interviewed for a newsletter so I thought I’d repost here as well.
In this Q&A, you’ll learn:
The difference between responsibility and accountability (and why it matters)
The four keys to a strong accountability culture
The biggest mistakes leaders make when trying to drive accountability
Simple steps you can take now to start making progress
Full Article: Yes some of it may sound familiar!
Joe, what’s the biggest misconception leaders have about accountability in the workplace?
This is a big one, and it’s where a lot of us get tripped up. The biggest misconception is confusing responsibility with accountability. They sound similar, but they’re very different.
Think of it this way:
Responsibility is often task-oriented. It’s “a thing that one is required to do as part of a job, role, or legal obligation.” For example, you might be responsible for putting together a report.
Accountability, on the other hand, is “the willingness to accept responsibility for one’s actions to achieve a desired outcome.” It’s more focused on the results of those tasks and carries a sense of ownership over those results. So, you’re accountable for the accuracy and quality of that report and what happens because of it.
It’s a subtle but critical distinction. Responsibility is about the doing; accountability is about the outcome and owning it.
You emphasize participation, evaluation, transparency, and feedback as the four keys to accountability. Can you walk us through them? Which of these do most companies struggle with, and why?
These four keys are really the backbone of a strong accountability culture.
Participation: This is the starting line – the goal-setting part. It’s where we all agree on the results we want and the actions we’ll take to get there. The more people you can involve in this process, or at least give them enough context to buy into it, the better. When people help set the goal, they’re already more invested.
Evaluation: Once goals are set, evaluation is about validating those goals. Just because a goal is on paper doesn’t mean it’s the right goal or that it aligns with what the team truly needs. This is the refining process, making sure individual and department goals aren’t just random numbers, but really make sense. This is also critical to create buy-in.
“Just because a goal is on paper doesn’t mean it’s the right goal or that it aligns with what the team truly needs.”
Transparency: This one is huge. Once goals are set and validated, everyone needs to know what they are and, crucially, where things stand relative to those goals. It’s about creating a “shared reality” by making goals and real-time progress visible to everyone involved. No secrets, no guessing games. Be careful, though, transparency can sometimes be weaponized and used to shame people. How you do this and how you communicate it matter.
Feedback: This is the ongoing part – measuring progress and following up. It’s about helping through coaching or performance management when needed, and just as importantly, acknowledging success when people hit or exceed expectations.
From what I’ve seen, companies often struggle most with Transparency and Feedback. Transparency can feel a bit vulnerable because it puts everything out in the open, both the good and the bad. And feedback, especially the constructive kind, can be uncomfortable for leaders to give consistently. But without these two elements, it’s tough for people to truly know where they stand or feel like their efforts (or lack thereof) are genuinely recognized and addressed.
Some leaders worry that pushing for more accountability might seem controlling. How do you create a culture of ownership without micromanaging?
That’s a super common concern, and it’s valid. The key is to shift the mindset from control to ownership. Accountability isn’t about micromanaging; it’s about engaging people in the process of goal setting and creating clear expectations.
When you have clear expectations (through Participation and Evaluation), and you’re transparent about progress, people know what’s expected of them (and usually have bought in). Then, with consistent Feedback, they know how they’re doing. This actually reduces the need for micromanagement because individuals understand their responsibilities and the outcomes they’re driving.
It’s about setting the stage for success and then letting people own their part of the play, while you, as the leader, offer support and guidance to get there.
Think of accountability as a curve that follows the equation:
Trust = Competency + Consistency.
If you were to put it on a graph, it might look like:
For a company just getting started, what’s one small step they could take right now to build more accountability into their day-to-day?
If you’re just dipping your toes in, the absolute simplest first step is to focus on Participation in goal-setting. Start small. For one key project or a specific team, get everyone involved in agreeing on the results you want and the actions you’ll take. Make those goals super clear.
Just that act of shared agreement on what needs to be done and why can kickstart a whole new level of ownership. Then, determine who on that team will own the number and report back to the group on progress.
Another easy thing to do falls under Feedback. You can set the tone as a leader by being consistent with the little things, like starting meetings on time. Acts like this have ripple effects across the business because when you are consistent with small things, big things seem to follow.
“You can set the tone as a leader by being consistent with the little things, like starting meetings on time.”
You’ve helped companies scale rapidly. What role does accountability play in supporting long-term, sustainable growth?
A culture of accountability is absolutely foundational for long-term, sustainable growth. When you have a culture where everyone knows what’s expected, where they stand, and leaders are consistently providing feedback, it creates an incredibly efficient and effective organization.
This clarity and ownership mean less wasted effort, quicker problem-solving, and a team that’s always striving for better results. It’s not just about short-term wins; it’s about building the muscle that allows the company to adapt, innovate, and keep growing strong over time.
It does take some time to build, but once it’s a part of your company, it’s pretty magical.
The catch is that it depends on the leader being consistent with the feedback piece. What the leader does, so does the company. If the leader isn’t consistent about accountability, the culture of accountability is at risk.
“If the leader isn’t consistent about accountability, the culture of accountability is at risk.”
Ready to see how your company measures up?
Joe developed the Accountability Self-Assessment to help leaders quickly identify strengths and gaps in their current culture. It only takes a few minutes to complete and can spark powerful conversations within your team.
👉 Download the Accountability Self-Assessment here.
Big shout out to Derek van den Bosch and Terry Dry from Future Proof Advisors
Here’s a link to the article if you want to help juice Future Proof Advisors (great group
Lead Well,
Joe
Joe Curtis is an experienced executive with over 15 years of leadership in financial services and real estate. As a former President of The Heritage Escrow Company and COO of Pango Group, he built high-performing teams, optimized operations, and drove significant revenue growth. Now serving as Principal at Bariba Consulting, Joe uses his expertise to help ambitious CEOs scale their businesses. Known for his people-first approach and tech-forward mindset, Joe specializes in bridging operational and sales gaps, implementing innovative solutions, and creating sustainable growth strategies. At Future Proof Advisors, Joe’s strategic leadership supports our mission to help businesses thrive and grow.
Connect with Joe: LinkedIn – Bariba Consulting – Email – Substack