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.
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?”
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.
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.
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.
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.
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.
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.
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.
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.
Do you still feel that you need an accountability chart for your organization? Here’s a quick, step-by-step process:
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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!
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.
Now, we take a look at an example of an accountability chart for a sales department.
Accountable for:
Person Assigned: Jane Doe
Accountable for:
Person Assigned: John Smith
Accountable for:
Person Assigned: Emily Brown
Accountable for:
Person Assigned: Michael Green
Accountable for:
Person Assigned: Lisa White
Sales Director
Sales Manager
Account Executive and Sales Support Specialist
Sales Operations Analyst
If you’re more focused on the operations side of the company, try this accountability chart example for a manufacturer.
Accountable for:
Person Assigned: Sarah Wilson
Accountable for:
Person Assigned: Carlos Rivera
Accountable for:
Person Assigned: Emily Zhang
Accountable for:
Person Assigned: Mark Taylor
Accountable for:
Person Assigned: Amanda Singh
Operations Manager
Production Supervisor
Quality Control Specialist and Maintenance Technician
Supply Chain Coordinator
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:
Contact us to talk to a Great Game coach. You will be glad you did.