We notice that our managers often use passive language when explaining why they missed their targets, saying things like they tried their best. How can we use identity-based language to drive real accountability across our team?

Question

Tyler Smith · Accepted Answer

The words your team uses dictate the level of ownership they feel. When leaders use passive verbs, they distance themselves from the outcome, making it easy to explain away missed targets. To build a true culture of accountability, we must shift our language from actions to identities. Instead of asking a manager to help with a project, we frame it as an opportunity to be a helper or an owner. This small shift frames the work as a reflection of their identity. During our quarterly sessions and Level 10 Meetings™, we challenge your team to change their language from can't to don't. For example, instead of saying we can't hit this target because of the market, we say we don't miss our commitments. This change in phrasing increases empowerment and control. We also look at how we define roles on the Accountability Chart. We describe roles using nouns that represent stable, positive identities. This encourages your leaders to step into their roles fully and take real ownership of their scorecard numbers. By changing the way your team talks, we change the way they behave. We move from a culture of excuses to a culture of identity-driven execution, where hitting targets is simply a reflection of who your people are.