Great Leaders Master the Science of Accountability with the Art of Authenticity
Credit: Photo by Zyanya Citlalli, Unsplash
Have you ever tried to “hold someone accountable” only to feel the conversation slipping into discomfort, defensiveness or silence?
You’re not alone.
One of the most common questions I’m asked:
“How do you hold other people accountable?”
I start with some light truth-telling:
“You can’t make anyone do anything they don’t want to do”
Where we ultimately land on is the real question leaders are trying to ask and really struggling with:
“How do you lead with integrity without being the bad guy?”
Accountability and Authenticity are Inseparable
Great leadership is built on two interconnected disciplines:
1. The Science of Accountability (the external world we measure)
The observable measures like being clear about our commitments (governance, strategy and goals), behaviours, actions, communication, timelines, agreements, roles, responsibilities and performance outcomes.
You cannot be accountable without being authentic.
You cannot take responsibility for the impact of your actions without being honest.
2. The Art of Authenticity (the internal world we express)
What is often hidden (driving observable measures) in our values, beliefs, emotional intelligence, principles, ideals, purpose, decision making and deep listening.
You cannot be authentic without being accountable.
Otherwise authenticity becomes venting, blowing off steam and emotional bypassing.
When Accountability is Missing, Patterns Emerge.
While we can’t see what’s under the hood, driving what people say and do, there are some predictable patterns:
Expectations are unclear or inconsistently followed
Under performance is tolerated, ignored or justified
People soften uncomfortable truths into vague “we need to be better” statements
Responsibility becomes so diluted no one actually owns anything
The person who speaks up gets labelled “difficult”, “dramatic” or “the problem”, and
Emotional bypassing - avoiding, minimising, or suppressing real emotions by covering them with logic, positivity, professionalism or intellectual explanation.
These behaviours aren’t malicious.
They are automatic, programmed responses that are deeply and authentically human.
It’s where avoidance feels safe, accommodation feels comfortable and ‘being kind’ gets confused with collaboration.
Without accountability, teams don’t collaborate, they co-exist.
The cost is high: Disengagement, quiet quitting, burnout, mistrust and turnover.
Great Leaders Change the Game
When leaders master the science of accountability with the art of authenticity, everything changes - organisations transform culturally and commercially.
Think of leaders like Jacinda Ardern, Barack Obama or Indra Nooyi, individuals who embody authenticity while maintaining clarity in communication, transparency in decision making and extraordinary commercial results through values-driven leadership.
Case Study: Microsoft’s Cultural Reset
Satya Nadella, Microsoft CEO since 2014, ushered in one of the most significant cultural transformations in modern corporate history, from a competitive, siloed, “know-it-all” culture to a profoundly more human, collaborative, accountable “learn-it-all” organisation.
Why is Satya’s leadership a perfect example of this philosophy?
Authenticity (the art):
Led with empathy after his son’s disability shaped his view of humanity
Shifted Microsoft’s culture from “know-it-all” to “learn-it-all”
Encouraged leaders to share personal stories and embrace vulnerability
Accountability (the science):
Introduced clear, measurable behavioural expectations for leaders
Tied culture change to growth, innovation and performance
Reinforced ownership and follow-through across the entire organisation
The Result: Microsoft became one of the world’s most admired companies:
Repeatedly ranked as Glassdoor’s 2025 Best Places to Work
Outperformed peers in DEI, culture, and human-centred leadership - What Microsoft can teach leaders about cultural connection
Commercial performance skyrocketed and market value increased 10x - How The Tech Titan Rode AI To Record Heights ~$300B in 2014 to more than $3T by 2025
So, How Do You Hold People Accountable?
“The most important thing a leader must do is to look inside themselves. You cannot leave your values behind when you walk into the office.”
There is one place to begin: Take accountability first.
Before you can expect accountability from others, you must be willing to take the stand that you are accountable.
This doesn’t mean everything is your fault.
It doesn’t mean you are the problem.
It doesn’t mean you’re to blame.
It’s an act of leadership.
It means you choose to look at every situation from a place of agency:
You give up the right to blame circumstances, systems or other people.
You stop waiting for someone else to change first.
You recognise that how you relate to the situation shapes the outcome.
This stand is not a statement of fact. It is a declaration:
“You can count on me to view and respond to this situation from ownership, not reactivity.”
Accountability can’t be taught by simply expecting it or being right about it through policing or performance management.
It is best taught through modelling.
When you show others what accountability looks like and what it feels like, that it’s grounded, non-defensive, curious, responsible, you create the conditions where others are empowered to follow your lead.
You gain influence, not through authority, but through alignment.
Conversations become simple.
Expectations become clear.
People stop hiding and start thriving.
“If you want people to be inspired, be inspiring. If you want people to be engaged, be engaging. If you want people to be accountable, be accountable”
Bring it to Life: Reflection
Integrity isn’t always restored in a single leap.
It’s built in the quiet, consistent moments where you choose alignment over avoidance.
As I often say: The best way to eat an elephant is to take one small bite at a time.
Start with reflecting:
1. Am I honouring what I said I would do - clearly, fully and on time?
2. Have I clarified expectations, or am I assuming others “just know”?
3. Is what I’m saying accurate - and would others see it as true?
4. Am I acting in alignment with what I stand for and the standards I uphold?
“Integrity is a matter of a person’s word, nothing more and nothing less.”
What is one area you will tackle to align with your values and connect with your true potential, passion and purpose?
Ignite Your Passion,
Kylee x
