If you haven’t already, let go of any attachment to being accountable only to yourself.

Being an executive leader means you need to be accountable to your colleagues. It’s wise to view other executives as allies rather than competitors. It’s wise to set up a framework that allows for mutual accountability.

I beseech you, never make the mistake of keeping your cards too close to your chest when it comes to your colleagues – this has been the downfall of many would-be Ultimate Executives.

You have to be open, accepting and forthright to build trust.   As you foster deeper trust with peers at the senior levels of your company, you’ll find they are more accountable to you and your initiatives. The more trust you build, the more equity you have at an executive level.

That trust has to go both ways of course. Hold yourself accountable to support their pursuits where you can.  Your colleagues need to know they can count on you.

Your success in executive leadership is defined by team results and corporate results. It’s not about your individual performance anymore. You’re no longer a lone wolf.



As a leader, it is important to encourage your team to perform at their highest level, and to take accountability for their actions. Implementing high standards of performance and promoting personal ownership will only enhance the corporate culture of your company.

If you think this advice article will help improve people’s performance and happiness at work, consider bringing the Lead Advanced: 6 Skills to Be The Ultimate Executive program to your organization.

Lisa Martin has made it her mission to help companies keep and cultivate leaders. She’s the creator of the Lead + Live Better leadership programs, author of five books, including the bestselling Briefcase Moms, and she is a seasoned speaker, facilitator and executive coach.


About Lisa


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