A business coach once told me something that completely reframed how I think about accountability. 

“Write-ups, tough conversations, accountability meetings are not for underperformers. They are for overperformers.” 

At first, it felt backwards. Aren’t those conversations supposed to fix problems? 

But the more I have led teams, and the more I have watched who actually responds to feedback, the more I have realized that statement is closer to the truth than most leadership advice. 

We have been using accountability backwards. 

Why High Performers Crave Feedback 

Most leaders use accountability like this: underperformer equals have a hard conversation; high performer equals leave them alone. 

But research and experience show this creates a problem. High performers are responsible for a disproportionate amount of output, yet they often receive less feedback because managers assume they are fine. 

High performers do not avoid feedback. They crave it. 

Forbes suggests that some high performers enjoy constructive feedback more than praise. I agree with that when it comes to my writing, but didn’t carried away. As a friend of mine put it best, “The little gerbil in my head running on that wheel for hours all day really wants an attaboy and a little pat on the head.”

Research consistently shows high performers thrive on feedback but often get less of it. They are motivated by growth, development, and continuous improvement. Employees broadly want more feedback and say it is critical to their development. Gallup found employees who get meaningful feedback are far more engaged (80% engagement when feedback is recent)

Feedback is not a punishment to them. It is fuel. 

Why accountability works better on high performers 

First, they want to know immediately if they are off course. High performers do not want to drift. They want clarity, direction, and fast correction because they care about outcomes. 

Second, they interpret accountability as investment, not criticism. Where a struggling employee might hear they are in trouble, a high performer hears you see potential in me. 

Third, they actually use the feedback. They reflect, adjust quickly, and improve. 

Meanwhile, low performers often experience accountability differently. They may feel threatened, shut down, deflect, or lack the skill to change. That does not mean we avoid those conversations, but it does mean we should not build our entire feedback culture around them. 

The leadership trap is spending most of our time on the bottom performers while neglecting the people driving results. 

What if we flipped it? 

What if accountability conversations were primarily used to sharpen your best people, align your strongest performers, and accelerate growth instead of just fixing problems? 

Accountability is a growth tool, not just a correction tool. 

Using Behavior, Impact, Tossback (BIT) 

When we use accountability as a growth tool, how we deliver it matters. One of the most effective tools I have used is Behavior, Impact, Tossback. 

Behavior: What happened, objectively. 

Impact: Why it matters. 

Tossback: Invite them into ownership and problem-solving. 

Example 1: Employee arriving late 

Behavior: I noticed you have arrived 10 to 15 minutes late three times this week. 

Impact: When you are late, the rest of the team has to delay opening procedures and it puts pressure on others to cover your responsibilities. 

Tossback: What is going on and how do you want to address it moving forward? 

Example 2: Shifting an animal without being signed off 

Behavior: I saw that you shifted the giraffe this morning without a second approved staff member present. 

Impact: That puts both you and the animal at risk and it goes against our safety protocols. 

Tossback: Walk me through your decision and how we can make sure this does not happen again. 

Example 3: Dominating meetings 

Behavior: In the last two team meetings, I noticed you spoke over others and jumped in before they finished sharing. 

Impact: It can come across as dismissive and may discourage others from contributing their ideas. 

Tossback: How do you see it and what adjustments can you make to create more space for the team? 

In each of these examples, the goal is not punishment. The goal is alignment, clarity, and growth. 

The goal of leadership is not just to fix what is broken. It is to develop what is already strong. 

The people most ready to grow are usually your overperformers.