Comfort can be built by proximity or casual interactions, but trust is built when people are consistent, follow through on their commitments, own their actions, and show they’re invested in the team’s success. There’s a word for this: accountability.
Accountability has a bad rap, particularly in situations where it’s come to mean being monitored and micromanaged and blamed for not accomplishing tasks that were never clear in the first place. So, take a breath, put all of that just over to the left for one moment. We aren’t talking about people holding you accountable. We are talking about YOU holding yourself accountable. Remember the values you identified last week? This is about being a team member people can rely on to bring what is most “you” in a way that contributes to work working.
“Accountability breeds response-ability.” – Stephen Covey
In remote settings, trust can feel fragile. Research shows that miscommunication is 3x more likely in virtual environments compared to in-person settings (Shockley et al., 2021). Assumptions fill the gaps:
- “I guess they’re ignoring me because they don’t care.”
- “I assume they understand what I need.”
These assumptions can erode trust if they go unchecked.
That’s where accountability comes in. When you model accountability—by clarifying expectations, admitting mistakes, or asking for feedback—you create an environment where others feel safe to do the same. Accountability isn’t just about doing your job; it’s about owning your role in the team dynamic.
…Asking for feedback. That’s the flip side of the coin to accountability.
Accountability without feedback is like singing in the shower. It might feel great to you, but that doesn’t mean it’s pleasant for anyone else. For those shower-singers out there, some might dream of taking it to the stage or recording booth (or perhaps some of you already do!). But most shower-singers don’t want feedback; they aren’t trying to become a great singer.
The same thing may be true for you or others on your team. You may not really be interested to “be a better team player”, you just want to do your job and be done.
But getting great at inviting, receiving, and giving feedback is not just a skill that high contributing team members who want to work towards promotions, bonuses, and opportunities should be interested in. Anyone who invests in getting a good rhythm with accountability and feedback will experience:
- Your job is more secure.
- Your communication is less frustrating.
- Your personal life is even improved.
When you ask for honest feedback, you show vulnerability—a leadership strength that feeds trust. Feedback becomes a growth tool, not a criticism, when it’s framed as an opportunity to improve and align with shared goals.