Are you Accountable … or Just Accountable to Others?
How understanding accountability tendencies can transform your team.
By Michael Sidra
Have you ever wondered why some people are always on top of their work and others need a nudge – or two or three– to get something done?
Are you (or someone you know) always willing to do things for others but letting their own stuff or self-care slide?
Or – maybe, you’re the kind of person who prides themselves on questioning every new process or ask that comes your way.
I used to think that holding myself accountable had to do more with staying focused and following-through.
It’s more complicated than that though.
According to Gretchen Rubin’s book, “The Four Tendencies”, we all approach accountability differently.
And
How we approach accountability impacts how we do improvement work.
Here’s how …
Accountability Tendencies
Gretchin Rubin’s work essentially boils down to a simple question: How do we respond to expectations?
We all have expectations for ourselves - Inner Expectations. For example, we want to exercise more or eat healthier or improve our relationships at work or at home. We also receive expectations from others - Outer Expectations. For example, deadlines from our managers, professional standards, or requests from peers, family and/or friends. Regardless of where the expectation comes from, according to Rubin, each of us have our own way of responding.
Rubin suggests that there are four tendencies that people have when it comes to managing our inner and outer expectations: Upholders, Questioners, Obligers, and Rebels. Everyone can fall under each and all these tendencies depending on the situation. However, it’s useful to think about our dominant tendency – that is the tendency we tend to default to most often.
1. Upholders: The Dual Duty-Fulfillers
Upholders respond to both outer and inner expectations. If they promise to follow up and set a personal goal to leave work on time, you can bet both will get done. Their motto might be, “Discipline is my freedom.”
Since upholders are disciplined and driven to meet expectations, they are often organized, self-motivated and reliable. You can always count on upholders to get the job done and on-time.
On the other hand, upholders tend to struggle more when rules are unclear. They need clear expectations and often have limited room for ambiguity so when expectations are fuzzy or not clearly articulated, they are not happy.
2. Questioners: The Logic-Seekers
Questioners scrutinize all expectations – it has to make sense, or they won’t do it. For a Questioner, it’s not enough to be told to do something—they need to understand why. External requests become internal commitments only when justified, so they might say, “I’ll comply—if you convince me why.”
Questioners are often analytical, independent and value logic and efficiency. If they are convinced, they will get the job done, on time and under budget.
However, if questioners are not convinced, they resist getting on with the work and tend to procrastinate. They can also suffer from analysis paralysis – needing to have the full justification before committing to work on something.
3.Obligers: The Team Players
Obligers deliver for others but struggle to meet their own goals unless someone else is watching. They will not miss a shift or let teammates down but may neglect personal growth or self-care aims. For Obligers, it’s a “You can count on me, and I’m counting on you to count on me” type of outlook.
The key for them is external accountability so they tend to be more team-oriented, dependable and attentive to others needs. However, in the process of tending to others needs, they can neglect self-care and be more prone to burnout, and resentment.
4. Rebels: The Resisters
Rebels resist all expectations—both outer and inner. They need freedom to act on their own terms and timelines. Attempts at micromanaging rebels often backfire. Their rallying cry could be “You can’t make me, and neither can I”.
Rebels are often independent, creative and tend to show up unapologetically as they are. But they struggle to keep a routine and reject authority – even their own. Structure feels constraining – they would rather do things on their own terms.
Who do you know that’s a rebel?
Accountability tendencies for Work and Life
Understanding accountability tendencies is especially useful for healthcare teams, where collaboration, clarity, and follow-through are critical. When we recognize how each person responds to expectations, we can tailor communication, delegate tasks more effectively, and reduce friction. For example, giving a Questioner the rationale behind a new protocol can lead to stronger buy-in, while pairing an Obliger with a supportive accountability partner can help them thrive. These insights can improve performance and build trust.
Perhaps even more powerful is knowing your own accountability tendencies. It helps you understand why certain strategies work for you—and why others don’t. If you’re a Rebel, traditional goal setting might feel stifling, but framing tasks as choices or challenges can help boost motivation. If you’re an Upholder, you might need to watch for burnout from overcommitting.
Self-awareness allows you to work smarter, not harder, and to advocate for the conditions that help you succeed.
For me, I probably fall somewhere between a questioner and an obliger.
What’s your dominant tendency?
Take a moment to reflect—or even take Rubin’s quiz—to find out. Once you know, use that insight to shape how you approach your work, your goals, and your relationships.
Start with yourself, share the concept with others (that’s what I’m doing here), and see if that helps.
- Michael
Michael is the Senior Program Lead of the Provincial Systems, Programs & Performance team in Cancer Care Alberta. He dedicates his career to improving patient outcomes and enhancing health system performance by optimizing processes and delivering innovative solutions to complex issues.
