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Conflict is about issues and ideas, while accountability is about performance and behavior.

The ultimate point of building greater trust, conflict, commitment, and accountability is one thing: the achievement of results.

You must… become accountable for what you produce if you want the freedom to improve how you do so.

Nearly all experts agree that children need and want clear rules, and that being held accountable for obeying the rules is a vital feature of healthy development.

What, at its heart, is the job of a boss? It is getting work done through others and accepting accountability for their performance.

In the context of teamwork, [accountability] refers specifically to the willingness of team members to call their peers on performance or behaviors that might hurt the team.

Members of great teams improve their relationships by holding one another accountable, thus demonstrating that they respect each other and have high expectations for one another’s performance.

The enemy of accountability is ambiguity, and even when a team has initially committed to a plan or a set of behavioral standards, it is important to keep those agreements in the open so that no one can easily ignore them.

By shifting rewards away from individual performance to team achievement, the team can create a culture of accountability.

By acknowledging the imperfections of their humanity, members of functional teams overcome the natural tendencies that make trust, conflict, commitment, accountability, and a focus on results so elusive.