As you lead your business through The Game and move toward open-book management, one thing to consider is an accountability chart and whether you need one.
Open-book management and The Great Game of Business teach and help everyone in your organization to take ownership of their roles and duties. Step 9 in The Great Game of Business methodology is when team members develop a communication rhythm and hold each other accountable during workplace huddles. The overall goal is to make the company successful.
If you favor an accountability chart in your company’s processes, read our ultimate guide to creating and using an accountability chart.
What Is an Accountability Chart?
An accountability chart promotes clarity in your company by outlining the specific roles and responsibilities of each individual within an organization. It essentially addresses, “Who is responsible for doing what?”
Does Your Organization Need an Accountability Chart?
We hate to invoke the “it depends” clause, but this time, it’s actually true. The size and structure of your company really matters in this case. A large company probably already has an organizational chart (which is not the same as an accountability chart) that showcases who supervises whom.
Another thing that determines an accountability chart is how everyone communicates. The Great Game obviates an accountability chart due to workplace huddles. Huddles are not meetings. The point of successful huddles is to solve problems. Solving problems means open lines of communication where the team holds everyone accountable.
Workplace huddles operate in the office as they do in sports. You plan the next play. When you break a huddle, everyone springs into action. The next huddle evaluates what happened following the previous huddle as you march down the field toward a score.
Accountability Chart vs. Organizational Chart
An organizational chart delineates a company’s hierarchy and reporting structure. An accountability chart focuses on the functions, processes, and outcomes of what a person does in the organization.
Creating an accountability chart means you outline the roles, tasks, and deliverables so that every critical function has an accountable individual, such as who sets up sales meetings, runs payroll, posts on social media, and other functions.
You will notice that an accountability chart is updated more often than an organizational chart because responsibilities for certain people may change as their roles do. Organizational charts do not change as often since the roles of managers, team leaders, and team members (not the individuals themselves) stay fairly stagnant in a company’s hierarchy.
An accountability chart prioritizes roles over titles, with an emphasis on "who is accountable" rather than "who holds the title.” Meanwhile, an organizational chart follows the opposite pattern.
You will know who is ultimately responsible for each function, minimizing ambiguity, with an accountability chart. It’s also used to align team members on who owns which outcomes or processes, supporting decision-making and execution.
The Great Game methodology supports the ownership of roles and providing everyone a stake in the outcome. Accountability is inherent within the Great Game paradigm without the need for a chart.
Benefits of an Accountability Chart
Accountability charts are only as good as the communication within a company’s teams. However, your organization could see several benefits that come from adopting an accountability chart for your team.
Fostering Alignment Within Teams
An accountability chart emphasizes the work that needs to be done and assigns it to individuals based on capabilities, not job titles. This results-oriented approach ensures that each person understands their unique role in the broader mission, leading to better coordination and fewer gaps in responsibility.
Huddles within the Great Game serve this same purpose. Huddle leaders discuss what needs to be done and who does it during huddle time.
Driving Accountability
By explicitly identifying one person as responsible for a given function or process, you create a culture where individuals take ownership of their work. This fosters a sense of responsibility and encourages proactive problem-solving, as team members know they are answerable for their areas of accountability.
Don’t want a formal chart to show this? The Great Game of Business shows you how. However, we understand the need for structure in your company’s organization. Many of your employees love a structured environment, and that’s okay.
Adaptability
As your organization grows or evolves, the accountability chart can be updated to reflect changes in priorities, personnel, or operational needs. You can stay agile and change processes more readily when needed while clarifying responsibilities within your staff.
Promoting Transparency
Accountability charts promote transparency and help your teams measure performance. With clearly defined roles and accountabilities, it becomes easier to track progress, identify bottlenecks, and hold team members accountable for their contributions.
Transparency is a crucial component of The Great Game of Business. It helps your teams keep score, which is where you determine if you’re winning or losing The Game (i.e., making money), as well as understanding your critical number, which represents a critical weakness or vulnerability that must be addressed immediately.
Employees also value transparency because it builds trust. You can’t expect your huddles to work if employees don’t trust in the process, which is what The Great Game of Business fosters.
More Accurate Hiring & Recruiting
Another major benefit of an accountability chart revolves around more accurate hiring. How many employees come to you at some point and say, “This was not in my job description.”
An accountability chart allows you to make a more accurate job description when you post the responsibilities of someone’s role. This allows you to attract the right talent and make sure you are upfront about their role in the company.
How to Create an Accountability Chart
Do you still feel that you need an accountability chart for your organization? Here’s a quick, step-by-step process:
1. Identify Your Organization’s Key Functions
Start by listing the core functions or departments that drive your organization, such as Sales, Marketing, Operations, and Finance. Dive deep into the functions of your organization and break them down into smaller, essential responsibilities or tasks if needed. Focus on what the organization needs to achieve its goals, not just existing roles or departments.
2. Define Roles for Each Function
Assign clear roles to each function within your organization. These should reflect responsibilities, not job titles. For each role, write a short description of its primary responsibilities and outcomes. Ensure that the roles focus on what needs to be accomplished within the organization, not the person currently in the role.
3. Assign Accountability
Assign one person to be ultimately accountable for each role or function. Avoid overlapping accountability. Support staff or contributors can be listed, but only one person should "own" the outcome for clarity. Consider skill sets, workload, and expertise when assigning roles.
4. Organize the Chart
Arrange roles by function in a visual format. This can be hierarchical or flat, depending on your organization. There are plenty of tools to use, like a whiteboard, spreadsheet, or diagram software (e.g., Lucidchart, Miro, or PowerPoint). Ensure the layout is clear and easy to read.
5. Review and Adjust
Share the draft accountability chart with key stakeholders for feedback. Adjust roles and responsibilities based on input and organizational needs. Feel free to involve team members affected by the accountability chart. Make sure the chart aligns with the organization’s goals and reflects any recent changes.
6. Implement and Communicate
Talk to the entire team about the new accountability chart. Explain its purpose and how it will improve clarity and accountability. Regularly revisit and update the chart as responsibilities shift or as the organization grows.
Best Practices for Implementing an Accountability Chart
Perhaps the most important thing to remember is that an accountability chart is not a static document. It can and should change as your company grows.
Plan With Company Leaders & Teams
Before implementing an accountability chart, engage with relevant stakeholders in the planning phase. Gather input from team members and department leaders to ensure that each function accurately reflects the needs and objectives of the organization.
Talking to stakeholders helps create buy-in from all involved and ensures the chart aligns with the company’s goals. Avoid making assumptions about responsibilities and focus instead on input from those who directly manage the work. This is where open-book management can really excel.
Assign Clear Functions to Their Roles
Every function should have specific deliverables that align with broader organizational goals. Break down large functions into manageable tasks and ensure each role focuses on results rather than just processes. Establishing clear, measurable goals will help individuals stay on track and give them the direction they need to succeed in their roles.
For example, your company’s payroll specialist is responsible for weekly disbursement of pay. The functions of this role include withholding taxes from pay, paying employees every Friday, updating payroll as needed, and making sure every employee gets a W-2 form every January.
Be Mindful of Overlapping Responsibilities
As you distribute responsibilities, be mindful of the potential for overlapping duties. Assign accountability to only one person per task or function to avoid confusion.
For example, a payroll specialist would be responsible for making sure everyone gets paid every week. However, in that person’s absence, the head of HR would take over that responsibility until the payroll person returns to work.
Clarify and Communicate Expectations
Communication is the key to any accountability chart. Clarify expectations and ensure that each individual understands their specific responsibilities. A well-implemented accountability chart prevents duplication and assigns each task to a dedicated owner, reducing the likelihood of missed deadlines or overlooked tasks.
Visibility
Make the chart visible and accessible to all team members. You can do this in weekly meetings, on your website or intranet, or as part of a person’s onboarding within the company structure.
Periodically Review the Accountability Chart
Schedule periodic reviews to keep the accountability chart up to date. As your organization grows or roles shift, revisit the chart and adjust it to reflect changes. How often you update the accountability chart is up to you.
Common Mistakes to Avoid With an Accountability Chart
One thing to remember is that an accountability chart must clearly state the roles and responsibilities in the organization based on realistic expectations. Otherwise, the chart is useless.
Keep reading to see other common mistakes when making an accountability chart.
Assigning Too Many Responsibilities
Try not to assign too many responsibilities to a single person. Overloading one individual with too many tasks can lead to burnout, confusion, missed deadlines, and even someone leaving.
Rather, distribute responsibilities in a way that aligns with each person's capabilities and workload. No one person should be accountable for an overwhelming number of functions or goals. The key is to allow individuals to focus on what truly matters and drive better results. If you’re finding there are too many responsibilities for one person, perhaps it’s time to hire more help.
Ambiguous Roles
Another pitfall is unclear or ambiguous role definitions. If roles lack clear boundaries or specific outcomes, it becomes difficult to determine who is responsible for what.
To avoid this mistake, define each role with clear expectations, deliverables, and measurable outcomes. Provide enough detail so that each person knows exactly what they are accountable for. You’ll prevent confusion and keep everyone on track toward achieving the company’s goals.
Failing to Update the Accountability Chart
As your organization grows or changes, roles and responsibilities naturally shift. Ignoring these changes can result in an outdated chart that no longer reflects the current structure or needs of the organization.
Review and revise the chart periodically. As your company evolves and grows, so should your accountability chart so that it remains useful.
Not Considering Someone’s Skills or Expertise
Try not to assign accountability without considering the person’s skills or expertise. Assigning someone to a role without assessing their qualifications can lead to inefficiency and frustration.
Match each person with the right function based on their strengths, experience, and capacity, regardless of their role. This approach maximizes productivity and supports personal and professional growth. It might also lead to promotions or the creation of a new role!
Not Communicating Effectively After the Chart Is Made
Many organizations overlook the importance of communication when implementing an accountability chart. Simply creating the chart is not enough.
Share the accountability with the entire team and make it easily accessible. Have everyone review it to make sure their roles and responsibilities are honest and accurate. Encourage open discussions about roles, responsibilities, and expectations.
Example of an Accountability Chart for Sales
Now, we take a look at an example of an accountability chart for a sales department.
Sales Director
Accountable for:
- Overall sales strategy and team performance.
- Achieving monthly, quarterly, and annual revenue targets.
- Overseeing key client relationships and high-value deals.
- Recruiting, training, and managing the sales team.
- Reporting sales performance metrics to the executive team.
Person Assigned: Jane Doe
Sales Manager
Accountable for:
- Managing day-to-day operations of the sales team.
- Coaching and mentoring sales representatives to improve performance.
- Allocating territories and monitoring individual quotas.
- Implementing sales processes and tools to improve efficiency.
- Ensuring accurate and timely sales forecasts.
Person Assigned: John Smith
Account Executive
Accountable for:
- Driving new business by identifying and closing deals with potential clients.
- Managing the entire sales cycle from lead generation to contract signing.
- Building strong relationships with prospective customers.
- Meeting or exceeding individual sales quotas.
- Collaborating with marketing to ensure a consistent sales pipeline.
Person Assigned: Emily Brown
Sales Support Specialist
Accountable for:
- Managing CRM data and ensuring accuracy of sales records.
- Preparing proposals, contracts, and sales materials for the team.
- Assisting with lead qualification and nurturing.
- Providing administrative support for sales presentations and meetings.
- Responding to client inquiries and resolving minor issues.
Person Assigned: Michael Green
Sales Operations Analyst
Accountable for:
- Analyzing sales performance metrics and generating reports.
- Identifying trends and providing actionable insights to the sales team.
- Ensuring alignment of sales processes with organizational goals.
- Monitoring and improving sales tools and technology.
- Supporting strategic planning initiatives for the sales department.
Person Assigned: Lisa White
Chart Layout
Sales Director
- Reports to VP of Sales or COO.
- Manages Sales Manager, Sales Operations Analyst, and high-priority client accounts.
Sales Manager
- Directly oversees Account Executives and Sales Support Specialists.
Account Executive and Sales Support Specialist
- Work on the frontlines of sales execution.
Sales Operations Analyst
- Collaborates with the Sales Director and Manager on process improvements and insights.
Example of an Accountability Chart for Operations
If you’re more focused on the operations side of the company, try this accountability chart example for a manufacturer.
Operations Manager
Accountable for:
- Overseeing all aspects of manufacturing operations.
- Ensuring production meets quality, quantity, and timeline targets.
- Managing budgets, resources, and operational costs.
- Coordinating with other departments (e.g., sales, supply chain) to align goals.
- Developing and implementing strategies for process improvements.
Person Assigned: Sarah Wilson
Production Supervisor
Accountable for:
- Managing daily production activities on the shop floor.
- Monitoring workflow and resolving production bottlenecks.
- Ensuring compliance with safety standards and protocols.
- Training and supervising production line workers.
- Maintaining accurate production records and reporting data to the Operations Manager.
Person Assigned: Carlos Rivera
Quality Control Specialist
Accountable for:
- Conducting quality inspections at all stages of production.
- Developing and implementing quality assurance standards and processes.
- Identifying and addressing defects or deviations from specifications.
- Maintaining detailed records of quality metrics and inspections.
- Working with the production team to prevent future quality issues.
Person Assigned: Emily Zhang
Maintenance Technician
Accountable for:
- Performing routine and emergency maintenance on machinery and equipment.
- Troubleshooting and repairing mechanical issues to minimize downtime.
- Conducting preventative maintenance to extend equipment lifespan.
- Keeping detailed logs of maintenance activities and equipment status.
- Collaborating with the Production Supervisor to schedule maintenance with minimal disruption.
Person Assigned: Mark Taylor
Supply Chain Coordinator
Accountable for:
- Managing inventory levels to support uninterrupted production.
- Coordinating with suppliers to ensure timely delivery of raw materials.
- Monitoring costs and negotiating with vendors to optimize procurement.
- Tracking inventory usage and implementing inventory control measures.
- Collaborating with shipping and logistics teams to manage the distribution of finished goods.
Person Assigned: Amanda Singh
Chart Layout
Operations Manager
- Reports to Plant Manager or COO.
- Oversees Production Supervisor, Quality Control Specialist, Maintenance Technician, and Supply Chain Coordinator.
Production Supervisor
- Directly manages production line staff and ensures smooth daily operations.
Quality Control Specialist and Maintenance Technician
- Provide specialized support to ensure production efficiency and product quality.
Supply Chain Coordinator
- Interfaces with external suppliers and internal teams to manage raw materials and finished goods.
You Don’t Have to Build a Formal Accountability Culture to Act Like One
Build a business composed of people who think, act, and feel like owners. The Great Game of Business can help you foster a sense of ownership from every employee at your company by teaching how to follow the Principles of the Game with three core foundations:
- Know & Teach the Rules
- Follow the Action & Keep Score
- Provide a Stake in the Outcome
Contact us to talk to a Great Game coach. You will be glad you did.