Being counted on starts with being accountable

There’s something quietly admirable about a person who can be counted on. It’s the kind of reputation that’s earned, not given. When others consistently trust that you’ll do what you said you’d do – without needing to chase you or second-guess your reliability – you’re showing more than responsibility. You’re demonstrating accountability.

It’s a valuable quality. One that makes a difference not just to others, but to how you carry yourself in your own workscape.

What accountability is and what it isn’t

Accountability and responsibility are often used as if they’re the same thing. But they’re not.

Being responsible is about having a role to play or a task to complete. It may involve a loose sense of duty or simply being present to respond when something needs doing.

Being accountable, on the other hand, involves something more deliberate. It means you’ve made a commitment, often based on a shared agreement with a set of expectations that you have willingly accepted. And crucially, there’s an understanding that there are consequences if those expectations aren’t met.

So while responsibility might be handed to you, accountability is something you take on. It’s not just about doing the work, it’s about being answerable for the agreement you made about doing the work.

A useful distinction to ask yourself:

Is this something I agreed to, with clear expectations and consequences? Or is this something I’ve simply been asked to do?

If it’s the former, then you’ve entered the space of being held to account.

Terms and conditions: Your accountability anchors

Accountability lives in the space of agreements. Whether formal or informal, they are your terms and conditions (T&Cs). They are the things you say “yes” to, that you allow yourself to be measured by.

This includes:

• What you commit to delivering
• When you’ll deliver it
• The standards or outcomes expected
• What happens if it doesn’t go to plan

When you’re accountable, these T&Cs act as reference points. They’re what you return to when you check in with yourself, or when someone else checks in with you. Did I do what I said I would? Did I honour the agreement I accepted?

Practising accountability with yourself

Self-accountability is the root of all other forms. If you can’t rely on yourself to follow through, it’s unlikely others will be able to either.

Some practical ways to make self-accountability real:

• Write things down. Be explicit about what you’re committing to. Vague intentions are hard to hold yourself to.
• Understand your scope. Know your capacity, your capability, and your current priorities. Don’t say yes blindly.
• Set a timeframe. Without a deadline, commitment can easily drift.
• Track your progress. Regularly check in. Not to punish yourself, but to keep the promise you made.
• Name the consequences. What’s at risk if you don’t deliver? That awareness helps keep motivation in motion.

Remember, accountability isn’t a character trait , it’s a practice. One you can build over time through habits, reflection, and conscious choices.

Practising accountability with others

When others are involved, the practice expands. You’re now in shared territory. Your ability to be counted on intersects with their needs or plans. That means communication and clarity matter.

Here’s how you can set yourself up well:

• Clarify expectations. Don’t guess what’s needed. Ask questions until you’re clear on scope, quality, and timeline.
• Be conscious in your “yes”. Accepting an agreement means you’re taking on accountability. Choose wisely.
• Negotiate what you need. If you’re going to be held to account, ensure the conditions support your success.
• Stay visible. Keep others informed on progress. Don’t wait to be chased.

This kind of proactive approach transforms accountability from something done to you, into something you’re doing as a matter of integrity.

When things don’t go to plan

We all miss the mark sometimes. Being accountable doesn’t mean being perfect. It means being willing to face the consequences and respond with maturity.

If you drop a commitment:

• Acknowledge it clearly
• Explain what happened (without dodging)
• Offer a way forward – to repair, to complete, or to adjust
• Learn from the experience for next time

Handled well, even a slip can deepen trust. People notice how you behave when it’s uncomfortable and whether you show up with honesty and humility.

A mindset worth growing

In a Self unLimited workscape, you’re the one who sets many of your own expectations. That gives you freedom, but also obligation to honour what you have agreed matters. Cultivating accountability as a practice helps you use that freedom wisely.

Over time, the practice builds strength. You develop a reputation not just for what you do, but for how you honour your word. People come to trust that your commitments matter. And perhaps even more importantly, you come to trust yourself.

And when you can count on yourself, others are more likely to do the same.

Author

Helen Palmer is an adventurer in workscape design, guiding others while shaping her own Self unLimited path. She has been musing on the difference between being accountable and responsible. Sometimes because of her frustration when someone demonstrated they could not be counted on. Which lead her to think about what she was really expecting of others, and her self.

This article was written and the image generated with creative assistance from ChatGPT (generative AI tool).