Accountability. Much has been written about this, lectured about at conferences, and discussed amongst owners and managers over a drink. Yet, with all the publicity, creating a culture of accountability, without squashing autonomy and morale, remains a delicate balancing act for many of us as owners. Accountability is one of the most misunderstood—and most avoided—words in Veterinary practice leadership. For many owners and managers, holding someone accountable feels like conflict. And for team members, being held accountable often feels like punishment. But in high-performing practices, accountability isn’t about blame—it’s about clarity, trust, and shared success.
So how do we build a culture where accountability is expected and embraced, without crushing morale or creating fear?
Define What Accountability Actually Means
Accountability isn’t about micromanagement or pointing fingers when something goes wrong. At its core, accountability means doing what you said you’d do, how you said you’d do it, by when you said you’d do it. And it means leaders consistently following through on their commitments, too.
In other words, it’s not just about what your team does. It’s about how we lead.
Start with Expectations, Not Corrections
One of the most common leadership mistakes is trying to enforce accountability before clearly defining expectations. If a technician is “sloppy” with anesthesia monitoring, what was the protocol? If a CSR is “late too often,” how clearly was punctuality defined?
Start by asking:
- Does every role have a clear job description?
- Do team members know how success is measured? I’ve written in the past about “metrics for success,” in every department and for every job description and that concept fits in well here.
- Are expectations documented, trained, and reinforced?
Accountability without clarity just leads to frustration.
Make It Safe to Talk About Mistakes
Blame kills growth. In accountable cultures, mistakes are treated as learning opportunities, not ammunition. That requires psychological safety—a team’s belief that they can speak up, admit faults, or ask for help without fear of humiliation or punishment.
Model this by admitting your own missteps. When something doesn’t go as planned, try:
- “That was my call, and in hindsight, it wasn’t the right one.”
- “I should’ve given clearer direction. Let’s regroup.”
You’ll be amazed at how quickly your team starts owning their own mistakes when we consistently own ours.
Build Feedback into the Rhythm of the Practice
Accountability isn’t just what happens during annual reviews or disciplinary write-ups. It’s part of the daily rhythm—regular check-ins, quick huddles, end-of-day debriefs. Normalize giving and receiving feedback as a regular part of growth.
Try these prompts:
- “What’s one thing I can do to support your role this week?”
- “What’s one thing we could improve on from today’s shift?”
- “What’s something we’re doing well and should keep doing?”
Accountability ≠ Morale Killer
Too often, we soften expectations or avoid hard conversations to “protect morale” (I know I’ve been guilty of this). But the opposite is often true. High performers get discouraged when they see underperformance go unchecked. They start to wonder if their extra effort even matters. What of my favorite quotes related to this topic is from the now retired, legendary football coach Nick Saban who said “Mediocre people don’t like high achievers, and high achievers don’t like mediocre people.”
Holding people accountable to clear standards actually protects morale—because it shows your team that excellence matters, trust is earned, and everyone plays by the same rules.
Address Problems Promptly and Constructively
When expectations are missed, address them quickly and privately. A simple framework like SBI (Situation–Behavior–Impact) helps keep the conversation objective and focused:
- Situation: “During yesterday’s dental procedure…”
- Behavior: “…you left the patient unattended during recovery.”
- Impact: “…which delayed the next surgery and caused concern for patient safety.”
Then ask open-ended questions: “What happened?” “How can we prevent this going forward?” “What support do you need?”
Accountability conversations should lead to solutions, not shame.
A Parting Thought
As Veterinary leaders, we often underestimate the impact of consistency and courage. When our team sees us hold ourselves—and others—to high standards with empathy and fairness, they’ll rise to meet us there. Accountability and morale aren’t opposites. When done well, they go hand in hand.