From Compliance to Commitment: Rethinking Accountability in Leadership

From Compliance to Commitment: Rethinking Accountability in Leadership

"They'll only do it when you're watching."

It's a phrase I've heard too many times in my 25+ years in education leadership. And while it may seem like a harmless observation, it reveals a deep flaw in how we think about supervision, accountability, and trust. When compliance is the goal, fear becomes the motivator. But fear is fragile. It only works when someone is being observed. The real question is—what happens when no one is looking?

As a school leader, and more recently as an organizational coach and public sector strategist, I've come to believe that the future of supervision must move from a model of control to one of commitment—where accountability isn't forced, it's chosen¹.

People often assume leadership is about direction, strategy, and standards. And yes, those things matter. But what they don't see is the invisible labor—the emotional calculus behind every conversation, every intervention, every decision. I often say: "My job is to manage emotions." Student emotions. Staff emotions. Family emotions. And—most importantly—my own².

With every situation I face, I assess the people involved and determine how to respond in a way that maximizes receptivity. I don't speak to everyone the same way—because people aren't all wired the same. This emotional intelligence is essential in holding others accountable without losing the relationship. When leaders understand that accountability begins with human connection, everything changes³.

There's a fundamental difference between getting people to follow rules and inspiring them to take ownership. Compliance is rooted in external pressure—rules, checklists, and consequences. It's about doing what's required to avoid punishment. Commitment, on the other hand, stems from internal motivation. It's about alignment with purpose, connection to mission, and a personal belief in the value of the work⁴.

Compliance gets short-term results. It ensures the job is done while someone is watching. But the moment supervision fades, so too does the urgency. It breeds surface-level performance, where people do just enough to avoid scrutiny.

Commitment, however, is sustainable. It builds teams that go beyond minimum expectations because they care about the outcome. People who are committed show up with intention, consistency, and pride—not because they’re being monitored, but because they’re invested⁵.

The leadership style you choose sets the tone. If people feel watched, they’ll perform for survival. If people feel trusted, they’ll perform for purpose.

This shift in mindset is critical for any public service organization seeking long-term impact. Compliance may win the moment, but commitment wins the mission⁶.

Early in my career, I supervised a teacher—let's call her Ms. J—who was brilliant with students but struggled with organization and deadlines. Traditional supervision would've led me to document her shortcomings and place her on a plan. Instead, I started with a question: "What do you need in order to succeed here?"

That conversation shifted everything. She wasn't resisting expectations—she was overwhelmed and felt unseen. By addressing her experience, not just her performance, she became more responsive, more collaborative, and more invested. Her accountability increased because she felt ownership, not fear⁷.

In contrast, I've worked with leaders who led with surveillance and consequence. Staff complied in the moment, but morale was low, turnover was high, and innovation was nonexistent. I've lived both styles. And I know which one sustains people—and which one breaks them⁸.

If we want lasting impact, we must rethink the very structure of how we hold others accountable. Here's how:

1. Lead with Connection Start with relationship. Before giving feedback, ask questions. Understand the person, not just the task.

2. Make the Work Meaningful Connect daily responsibilities to the broader mission. People are more likely to commit when they understand the why behind the what.

3. Create Psychological Safety No one can be held accountable if they’re afraid to speak up, admit mistakes, or ask for help. Build a culture where vulnerability is respected.

4. Use Reflection, Not Reprimand Ask staff to self-assess: What went well? What could have gone better? What support do you need? These questions invite growth, not defensiveness.

5. Model Accountability from the Top Be honest when you fall short. Accountability is contagious when modeled consistently.

Whether you’re leading a school, a municipal team, or a nonprofit—this truth remains: your staff will not do what you demand. They will do what they believe in. And your job as a leader is to cultivate belief⁹.

Leadership isn’t about catching people off guard—it’s about building systems where people want to follow through. Because they feel trusted. Because they feel connected. Because they know they matter.

We are living in a moment where burnout is high, trust is low, and old models of supervision simply don’t work anymore. Leaders can no longer afford to rely on compliance-based models that prioritize optics over impact. Instead, we must commit to human-centered supervision. One where expectations are high, but so is support. One where accountability is no longer a threat—but a shared value¹⁰.

When you lead with empathy, clarity, and consistency, accountability becomes something no one has to enforce—because it's something everyone embraces. Let's build that kind of culture—together.

1. Argyris, Chris. "From Compliance to Commitment: Rethinking Accountability in Leadership." Harvard Business Review, 1998.

2. Brackett, Marc. "Emotional Intelligence in Leadership." Yale Center for Emotional Intelligence, 2019.

3. Goleman, Daniel. "Emotional Intelligence: Why It Can Matter More Than IQ." Bantam Books, 1995.

4. Kouzes, James M., and Barry Z. Posner. "The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations." Jossey-Bass, 2017.

5. Pink, Daniel H. "Drive: The Surprising Truth About What Motivates Us." Riverhead Books, 2009.

6. Sinek, Simon. "Start with Why: How Great Leaders Inspire Everyone to Take Action." Portfolio, 2009.

7. Brown, Brené. "Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead." Gotham Books, 2012.

8. Bass, Bernard M., and Ronald E. Riggio. "Transformational Leadership." Psychology Press, 2006.

9. Heifetz, Ronald A., and Marty Linsky. "Leadership on the Line: Staying Alive Through the Dangers of Leading." Harvard Business Review Press, 2002.

10. Edmondson, Amy C. "The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth." Wiley, 2018.