The perfect culture promises unimaginable employee engagement, performance, and productivity benefits. However, the quest seems to have no end, and the longed-for benefits seem just as unattainable. What if our quest is based on a false assumption?

Can we better frame a conversation about accountability? A conversation that allows us to see accountability as a relationship rather than a penal code. And one where we can think about accountability as an organisational and leadership choice in managing control and delegation.