How to foster accountability at work: Tips for GCC teams
10 minute read | Article | Managing a team Flexible and hybrid working Retention Talent management
Accountability forms the cornerstone of thriving organisations, especially across the Middle East, where remote, hybrid, and cross-border work are rapidly reshaping team dynamics. However, accountability isn’t about finger-pointing. When done right, it can be the spark that ignites high-performing, cohesive teams. In today’s Middle Eastern business landscape, from Riyadh’s booming tech hubs to Dubai’s financial districts—organisational leaders must reimagine “accountability at work” to accommodate a flexible, distributed workforce.
In this blog, we’ll explore the meaning of accountability in practical terms, and we’ll share four actionable tips for embedding accountability across your teams without slipping into micromanagement. At the end, we’ll link you to our latest GCC/KSA salary guide so you can benchmark compensation strategies that reinforce responsibility and ownership.
“Accountability” is used at boardroom tables, but what does it mean day to day? accountability at work means every team member takes ownership of their tasks, decisions, and outcomes. In practice, this means individuals:
Own their deliverables. They treat deadlines, milestones, and KPIs as personal commitments rather than a to-do list item.
Keep promises to colleagues. If they say they will provide input by Tuesday, they do, no excuses.
Solve problems proactively. They don’t wait for a crisis to escalate; they anticipate risks (especially common in remote or cross-border arrangements) and course-correct.
Support each other. In a hybrid environment, “accountability” is as much peer-to-peer as it is top-down.
In the Middle East’s expanding talent market, where companies compete fiercely for digital skills and specialised experts, clarity around accountability becomes a differentiator. Candidates and existing employees won’t tolerate blurred responsibilities especially with the rise of unconventional work arrangements in places like the Dubai International Financial Centre (DIFC) or Riyadh’s King Abdullah Financial District (KAFD).
To embed accountability at work, begin by defining a compelling shared purpose. When team members know how their tasks feed into a broader mission such as supporting Saudi Vision 2030 initiatives or aligning with Expo City Dubai’s sustainability objectives, they treat deliverables not as checkboxes but as commitments.
Encourage your leadership teams to consistently ask: “Why does this initiative matter?” and “How does my team’s work advance our wider business goals?” This clarity empowers more strategic decision-making. For instance, when rolling out a digital transformation programme to improve customer experience in line with Dubai’s D33 Economic Agenda or Vision 2030.
When employees understand how their work supports tangible business outcomes, they’re far more likely to take initiative and deliver with purpose. With 85% of Middle East employees already aligned with their organisation’s vision and trusting leadership, as stated in the PwC Middle East Workforce Survey, the next step is converting that alignment into proactive accountability where teams innovate, not just execute.
Encouraging accountability also means reinforcing it with the right structures, starting with how you reward performance. Competitive compensation signals that ownership and responsibility are valued, not just expected. Use resources like our latest GCC Salary Guide and KSA Salary Guide to benchmark your packages and support retention strategies that align with a culture of accountability.
But accountability isn’t just about outcomes, it’s also about how your teams handle setbacks. In dynamic Middle East markets, think rapid regulatory shifts in KSA or sudden supply-chain disruptions in the UAE, speed of response is critical. Traditional hierarchies often slow decisions, instead, simplify approval paths so individuals own outcomes, including mistakes.
Foster a culture where “failure” is reframed as learning: Set up psychological safe spaces (virtual or in-person “failure forums”) where team members discuss what went wrong and share insights without fear.
Promote continuous learning: Offer microlearning or peer-led workshops on resilience, problem-solving, and emotional intelligence. Skills that build accountability at work by empowering people to bounce back.
Celebrate near-misses: When a project narrowly misses a KPI (e.g., a recruitment drive that fell 5% short of target), highlight the hard work and insights gained rather than focusing solely on the shortfall. This approach signals that taking calculated risks is valued.
A regional trend is seen as many GCC organisations are launching innovation labs or “fail fast” pilot programs to accelerate digital initiatives (e.g., UAE fintech sandboxes). Embedding this mindset shows leadership qualities and traits, like empathy and agility that reinforces accountability in leadership.
Vague instructions undermine accountability. In hybrid or cross-border teams, use a closed-loop model: Give a clear task, have the recipient repeat it back, then confirm upon completion. This removes ambiguity around who does what, by when, and to what standard—crucial for accountability at work and “why is accountability important in a team.”
Across the Middle East, organisations rely on tools like Microsoft Teams or Slack.
Embed closed-loop steps into everyday workflows.
For example: “Sara, draft the Riyadh finance headcount plan by Tuesday 10 June, upload to SharePoint, and alert stakeholders.”
Sara repeats: “I’ll prepare and upload by Tuesday 10 June, then notify the team.”
When done: “Completed. Plan uploaded. Notification sent.” This simple loop cuts follow-up emails and makes “accountability in leadership” tangible.
Accountable teams begin with hires who naturally own results. Partner with recruitment agencies to spot intrinsically motivated talent by connecting, engaging and onboarding. Screen for “accountability at work”: Ask candidates to describe times they identified and fixed process inefficiencies without direction.
Regional trends highlight digitalisation and skills-based hiring: LinkedIn data shows shifts toward adaptability and self-direction in remote settings—candidates who proactively upskill stand out. After hiring, learn each person’s preferred communication style (daily check-ins vs. async updates), drivers (growth, impact, work-life balance), and strengths. Use these insights when setting goals and rewards.
By recruiting for responsibility and aligning roles, feedback, and rewards to motivations, “why is accountability important” resonates daily. This fosters leadership qualities and traits across the organisation, as everyone holds themselves and each other to high standards in a supportive environment.
Accountability is harder to maintain when teams are spread across time zones. As hybrid and remote work become the norm, many leaders say they’re struggling to maintain visibility. Even with collaboration tools like Teams or Slack, holding teams accountable from a distance can feel unclear.
The shift toward hiring across borders commonly in the UAE and KSA which can add more complexity. Leaders must build trust without relying on office presence. When team members know what’s expected, and leaders trust them to deliver, accountability can thrive anywhere.
To lead accountable teams, today’s managers must model the same behaviour. That starts with evolving the leadership qualities and traits we value most, empathy, clarity, and adaptability.
Instead of micromanaging or demanding a full return to the office, leaders must learn to lead through outcomes. The most effective managers build alignment, support flexibility, and create space for ownership. This is the new face of accountability in leadership, and it’s built on trust, not control.
Despite the challenges, today’s work models open the door to stronger teams. With the right foundation of clear goals, trust, and the right talent—teams can operate with more autonomy, even when spread across cities or countries.
Holding individuals accountable leads to faster decision-making, improved performance, and better collaboration. To support this, hiring managers must bring in people who thrive on responsibility and give them room to deliver.
Explore our latest GCC Salary Guide and KSA Salary Guide to see how top-performing organisations are aligning compensation and accountability.
Or, speak to one of our workforce strategy experts for tailored solutions for attracting, recruiting, and retaining top-tier talent across your organisation.
