The True Meaning of Accountability
Running a successful child care and early education business demands strong financial management, operational excellence, regulatory compliance, and a commitment to high-quality early learning. Balancing all these elements hinges on having a dedicated and accountable team that takes pride in its work. The question many child care owners and directors face is: How do we create and sustain this kind of culture?
As a child care owner or director, holding your team accountable isn’t about micromanaging—it’s about setting clear expectations, providing the right tools and support, and following through consistently and thoughtfully. When staff members clearly understand what’s expected of them and know that their efforts are recognized and valued, they’re more likely to take pride in their work. This sense of ownership naturally fosters higher performance, stronger teamwork, and a more positive environment for both staff and children. True accountability empowers employees, encourages professional growth, and builds a shared commitment to excellence.
It Starts With the Leader Holding Themselves Accountable
A strong child care leader understands that accountability starts at the top. By holding themselves accountable, they set the tone for the entire organization, modeling the behaviors and standards they expect from their team. This means consistently following through on commitments, being transparent in decision-making, and being open to feedback—even when it’s uncomfortable. It also involves regularly reflecting on their own performance, seeking opportunities for growth, and taking ownership when mistakes are made. When leaders hold themselves to high standards, they build trust and credibility with staff, families, and the broader community.
Moreover, accountability isn’t just about meeting responsibilities; it’s about cultivating a sense of pride in the work. A child care leader who leads with integrity and purpose helps create a culture where excellence is the norm, not the exception. They take pride in creating a nurturing, safe, and high-quality environment for children and in supporting their staff to do the same. This personal commitment inspires others, fosters teamwork, and ultimately elevates the quality of care provided. When leaders model accountability, it becomes a shared value that shapes a center’s culture and long-term success.
People are changed, not by coercion or intimidation, but by example.
Setting Clear Expectations
The first step in building true accountability among your staff is to set clear and concise expectations. Well-written job descriptions that outline specific responsibilities and performance standards are essential tools for this. Additionally, creating an organizational chart establishes a clear chain of command, helping to eliminate confusion about individual roles and, most importantly, who reports to whom. To further reinforce clarity, child care owners and directors should use SMART goals—Specific, Measurable, Achievable, Relevant, and Time-bound. For instance, rather than giving a vague directive like “Keep the room clean,” a SMART goal would be: “Sanitize all surfaces and vacuum floors by 6:00 PM each day.” This approach provides staff with a clear, actionable target.
Tools for Accountability
To foster a culture of accountability, it’s essential to implement daily checklists that help staff track task completion and maintain consistency in their responsibilities. Regular walkthroughs or classroom observations conducted by management should be routine practices used to monitor progress, identify areas for improvement, and recognize excellent performance.
With staff turnover in child care centers at an all-time high, these tools are also a critical part of training and coaching new team members. At a minimum, you should have checklists for the following operational areas:
- Opening Checklist
- Classroom Checklist (by age group) – should include all licensing requirements that must be met by staff in each room.
- Maintenance and Safety Checklist – covering all classrooms, the playground, and common areas.
- Kitchen and Food Service Checklist
- Staff Communication Checklist
- End-of-Day Checklist
- Director/Administrator Checklist
As the saying goes, “what gets measured gets done.” Encouraging self-assessments and peer feedback also promotes shared responsibility for growth. Moreover, monthly one-on-one check-ins or coaching sessions are vital for providing personalized support, reinforcing goals, and recognizing individual achievements.
Addressing Performance Issues
At times, it will be necessary to address performance issues when a staff member is not following through as they have been trained and coached to do. If left unaddressed, performance issues can undermine efforts to build a high-performing team that takes pride in their work.
When addressing these concerns, it is important to focus on facts rather than feelings to maintain objectivity and clarity. These conversations should always be conducted privately and respectfully to preserve the individual’s dignity.
Begin by clearly identifying where the staff member is falling short, then ask, “Why isn’t the work getting done as expected?” Listen attentively to any areas where the staff member may need your support to improve performance. Based on this conversation, let the staff member know what, if anything, you can do to further support them in meeting expectations.
Then ask, “Is there anything else I can do to help you complete this task?” Once any additional support has been provided, close the conversation by stating clearly, “Here’s what I need to see by [specific date/time].”
This method balances empathy with accountability. Additionally, all discussions and agreed-upon next steps should be thoroughly documented to ensure clarity and follow-through.
Occasionally, you may encounter individuals who, despite receiving multiple opportunities and support, are either unable or unwilling to meet the expectations of their role. In such cases, helping them exit the organization in a respectful and professional manner becomes a necessary step. Below is a sample script for conducting this type of conversation:
“Hi [Employee Name], thank you for meeting with me today. I want to begin by acknowledging that this is a difficult conversation, but it’s a necessary one. We’ve had several discussions regarding the expectations of your job, and we’ve provided support and multiple opportunities to help you improve in the areas we identified. Despite those efforts, we have not seen the necessary improvement. As a result, we’ve made the decision to end your employment effective today. This decision is based on documented performance concerns that we’ve discussed in our previous meetings on [insert dates], as well as the formal performance improvement plan that was implemented. Unfortunately, the required progress was not achieved.”
You may also choose to include statements such as:
“I want to acknowledge the effort you’ve put in and thank you for your contributions during your time here. I know this may be disappointing, and I want to emphasize that this decision is based on job performance and the fit with the role’s requirements—it is not a reflection of your worth as a person.”
“I understand this isn’t easy, and I sincerely thank you for the time and energy you’ve dedicated to our team. I truly wish you the very best moving forward.”
It’s important to note that when holding conversations related to performance and termination, it is advisable to have another member of the management team present to serve as a witness and ensure the process is handled professionally and respectfully.
Building a Culture of Pride
As you work to build a culture of pride, it’s important to celebrate small wins and regularly recognize personal growth. Unfortunately, there is often a tendency for leaders to focus on what needs improvement while overlooking the positive contributions being made. Simple acknowledgments can have a big impact—for example: “I loved the way you helped that child through an emotional outburst. Not everyone has that ability. If you’re comfortable with it, I’d love for you to mentor some of our new staff members on how to do this.”
Always remember the old adage, “You catch more flies with honey than with vinegar.” Routinely recognizing and praising those who are meeting—and especially exceeding—expectations boosts morale and reinforces positive behavior. Additionally, clearly communicating how staff members’ daily efforts contribute to long-term outcomes for children gives deeper meaning to their work. Providing access to meaningful professional development and leadership opportunities empowers team members to grow and take initiative. Publicly highlighting great work—whether in staff meetings, newsletters, or parent communications—further strengthens a sense of accomplishment and community.
Conclusion
Creating a high-performing, accountable team that takes pride in their work is not a one-time effort—it’s an ongoing commitment. It requires consistency, clear communication, and a leadership approach grounded in respect, support, and high expectations. By setting clear goals, providing meaningful feedback, addressing challenges with empathy and firmness, and recognizing successes both big and small, child care leaders can cultivate a positive, motivated team culture. In doing so, you not only improve staff satisfaction and retention, but also enhance the quality of care and education provided to the children and families you serve. When accountability is paired with pride, excellence naturally follows.
"Excellence is never an accident. It is always the result of high intention, sincere effort, and intelligent execution; it represents the wise choice of many alternatives—choice, not chance, determines your destiny."