Matching the A’s: The Organizational Power Couple That Should Never Divorce
There’s a mismatch in many organizations that leads to frustration, inefficiency, and that nagging “why can’t we get anything done around here?” feeling.
It’s the disconnect between Authority and Accountability.
When someone has authority without accountability, they make decisions that have ripple effects—but aren’t tied to the outcomes those decisions impact. They set the direction, prioritize resources, shift roadmaps. But when the numbers tank, it’s someone else who gets called to explain. The decision-maker keeps their hands clean, while someone downstream wears the result.
On the flip side, when someone is held accountable for results but doesn’t have the authority to act? They’re left holding the bag. The expectations stay sky-high, but the levers they need to move the needle are locked somewhere else in the org.
Both dynamics are toxic. One breeds cynicism. The other breeds burnout.
Seen These Movies?
Authority without accountability:
A product manager pivots the roadmap to launch a new feature they believe will drive engagement. But the feature undercuts a key sales motion—and sales drop. The sales leader takes the hit in the QBR, even though they had no input on the decision. The PM had the authority. The sales leader had the accountability.
Accountability without authority:
A senior leader is accountable for customer retention, but renewal decisions sit with the sales team, onboarding is owned by a different VP, and support is buried two levels down in another org. They’re responsible for results but have to beg or escalate to influence any part of the experience.
Both scenarios create a trust gap. People start asking, “Do I really own this, or am I just on the hook for it?”
Five Ways to Fix It
1. Get brutally clear on accountabilities.
Not vague statements like “ensure success.” Define the actual outcomes—metrics, timeframes, and expectations. Who owns what, and how will success be measured?
2. Match every accountability with real authority—and vice versa.
If you’re accountable, you need the power to make things happen. And if you’ve got the authority to make big decisions, you need to feel the weight of their consequences. Everyone plays better when they know they own the scoreboard.
3. Predefine conflict resolution paths.
Accountabilities overlap. Conflict happens. That’s normal. But guessing who has final say—or fighting for it in real time—isn’t productive. Build clear escalation and resolution paths into your org design.
4. Use KPI trees and accountability charts.
KPI trees help map how business goals cascade into team-level metrics. If someone owns a result but isn’t connected to the drivers, that’s a red flag. Accountability charts show where both power and pressure sit—not who reports to whom. The mismatches become obvious fast.
5. Reassess regularly.
New strategies, reorgs, and role changes shift the landscape. Even well-matched A’s drift over time. Build in regular reviews to make sure people still have what they need—and feel what they own.
Matching the A’s is critical operational hygiene. When accountability and authority are in sync, organizations hum. When they’re misaligned, frustration rises, trust erodes, and progress stalls.
