Reframing Peer Accountability: Highest Form of Leadership Care

Peer-to-peer accountability, is about caring

In high-performing executive teams, accountability is often seen as a top-down function—leaders holding their direct reports responsible for results. But Patrick Lencioni, in The Five Dysfunctions of a Team, highlights a more challenging and transformative form: peer accountability.

Peer accountability is not about policing each other. It’s about caring deeply—for our colleagues, for the team, and for the organisation. When reframed this way, it becomes a courageous act of leadership.

Executive teams are made up of high achievers. These individuals are driven, committed, and want the best for their organisations. Yet, even the most capable leaders can fall short of their commitments. Not because they don’t care, but because something—stress, competing priorities, blind spots, or even fear—is holding them back.

When a peer steps in to hold another accountable, it’s not an act of criticism. It’s an act of support. It says: “I see you. I know what you’re capable of. I care enough to speak up because your contribution matters.”

This kind of accountability builds trust. It strengthens the fabric of the team. It shifts the culture from one of avoidance to one of ownership. And it creates space for honest conversations that drive real progress.

But it’s hard.

It requires vulnerability, emotional intelligence, and a shared commitment to the team’s purpose. It means moving beyond politeness and comfort to engage in meaningful dialogue.

So how do executive teams build this muscle?

1. Start with trust – Psychological safety is the foundation. Without it, accountability feels like attack.

2. Clarify commitments – When everyone knows what’s expected, it’s easier to notice when someone is off track.

3. Normalize feedback – Make it routine, not rare. Feedback should be part of the team’s rhythm.

4. Lead by example – Senior leaders must model peer accountability themselves.

When peer accountability is embraced, it becomes a powerful lever for performance and culture. It’s not just about getting things done—it’s about being the kind of team that lifts each other up.

Let’s reframe accountability not as confrontation, but as care. Because when we hold each other to our highest standards, we’re saying: “You matter. We matter. Let’s do this together.”