When I worked in law, it was one of the most challenging, most demanding positions I’ve ever held, second only to running my own business. There were long hours, tough files, near-impossible deadlines, endless churn, and massive repercussions if you took vacation or sick days. I’ve looked back at those memories and asked myself, what had me stay?
I know with certainty why I stayed—the people. We had fantastic staff who pulled together when needed, and we genuinely enjoyed being together. There was mutual respect, trust and room to grow. We worked hard and played hard together. It wasn’t uncommon to see senior partners with their sleeves rolled up feeding the photocopier on the weekend, right beside their assistant.
Today, we might look at that as a problem with their leadership or a time management issue and overlook the many benefits to culture. The genuine gesture rang of teamwork. And then, something happened, we started to write about teamwork, studying it, training it, becoming experts in its analysis. Some leaders stopped modelling the essence of teamwork, and culture suffered.
Leaders today often ask me, ” How do I create accountability in my people?” Even the way the question is phrased is problematic, and believe me, I’ve given it to you exactly as I sometimes hear it: “My people?”
Do you hear the implied dynamic in that? Understanding how leaders perceive those they lead can lead them to the answer they are seeking.
Looking back on my law days, it’s clear that accountability wasn’t something that had to be ‘created’—it emerged naturally from the culture we built. Here’s what I think made the difference:
Strong Relationships & Team Bonding – My colleagues and I stayed because of the camaraderie, mutual respect, and trust amongst us. If someone was working late or looked a little frantic, we’d ask, “Anything we can support with?” We naturally adopted a, “if you’re staying, we’re staying” attitude.
Shared Ownership & Commitment—When our senior leaders rolled up their sleeves and worked alongside us, it fostered a sense of shared responsibility. We were also included in conversations about what was an important file, what we had to win, and whose business we were attempting to win over. We were included, and it was fun.
Culture of Respect & Growth – We felt valued when we had room to grow and were treated with respect. I remember hearing. “If you are willing to bring your organizational skills to a very active Family Law desk then your potential new boss is willing to teach you everything you need to know about Family Law.” Of course, I said yes and received the promotion. I thrived because someone expressed potential in me.
Lead by Example – Leaders who model teamwork and accountability inspire the same in their teams. The example above taught me that my leaders could be trusted, that they were willing to mentor and promote us within.
Trust & Autonomy – Employees take ownership when they feel trusted rather than micromanaged. This is a big one. Often, we get fixated on things being done “our way” vs allowing someone to develop systems that work for our unique learning styles. If the outcome is the same, why hover?
Meaningful Work & Purpose – Employees are more engaged when they see the impact of their work and feel part of something bigger. We so identified with that at that firm. We knew if we screwed up it was possible that we wouldn’t win more work from that client and if we didn’t win more work, it would affect all of us. We all pulled together.
Healthy Work Culture Over Systems & Policies – Culture isn’t built through rules and analysis alone; it thrives through authentic actions and interactions. Do we really need to expand on this one?
Language & Perception Matter – How leaders speak about their teams (“my people” vs. partners in success) influences engagement and accountability. Partners in success might sound a little flaky, but it’s the essence of those words that you’ll want to capture.
Take a look at how your organization measures up, and what you and your leaders are modelling. These times require extraordinary, perceptive leaders who understand that the organization’s heartbeat is its people. The most successful leaders recognize that culture isn’t just a set of values on a wall—it’s the lived experience of every team member. In times of uncertainty and change, leaders who listen deeply, foster psychological safety, and prioritize meaningful connection will be the ones who cultivate resilience, innovation, and lasting success.
