A friendly chat between a pastor and an employee that is restorative, chosen and mutual can build accountability in church. (Freepik Image)
Leading Ideas | June 2, 2026
As we’re shifting into the summer season, one tradition I’d love to escape is the “let it linger until fall” corollary. While not formalized in any local church, there tends to be a mentality that because of travel, uneven schedules, and the relaxed nature of the summer season, many strategies and tasks can be put on hold until the more regulated fall season arrives. While summer can (and arguably should) be a time for rest and renewal, it is not an invitation to cease the work of the church. To ensure the work of the church can continue throughout summer months, it’s important for leaders to consider what systems of accountability are present in the life of the church.
Clear systems of accountability are one of the best predictors of organizational health. Accountability is a necessary component of church leadership.
The word “accountability” comes with some baggage. For me, I think about the idea of an “accountability partner.” Someone I’m supposed to talk with about my gym, diet, and exercise habits. My experience growing up in the church, on the other hand, would tell me something different about this role. In my teenage years, this was the protestant version of a confessional: someone in your life you’d share all your sinning with. Between evaluating my physical condition and spiritual well-being, I can’t say I have had the most positive relationship with accountability in my life. But I can affirm that clear systems of accountability are one of the best predictors of organizational health. Accountability is a necessary component of church leadership.
So how can we, as leaders, practice accountability that is healthy and helpful? Keeping in mind the baggage that many leaders carry related to accountability, I’d like to suggest three principles to creating structures of accountability in your church along with an accountability practice that is simple and can embody these principles.
Accountability should be restorative, not punitive.
To begin, leaders must create an understanding that is rooted in restorative practice, not creating shame or punitive sentiments. Doing this requires an understanding that accountability is not about what is best for the leader, but what is best for the organization. Achieving this does not leave room for shaming or inducing guilt in teammates. Instead, seek pathways to encouragement. Even if certain tasks aren’t getting done or aren’t being performed in the way you would choose, how might you find ways to come alongside the person responsible to encourage and redirect? This is a stronger skill and gives people support instead of shame.
Accountability should be chosen, not imposed.
It is essential for leaders to make space for stakeholders to choose what they will be accountable for. In his great book Confronting Our Freedom, Peter Block writes, “Accountability cannot be imposed or demanded; it occurs as an inevitable outgrowth of freedom, for we account for what we choose and what we claim as our own agency in making things work. People do not resist change; they resist coercion.” As you are navigating your church’s goals and hopes, how might you create space for people to choose what they will be responsible for? This requires advance planning and, potentially, a spirit of creativity. Doing this well, however, will give every person participating in the work a chance to have agency and buy-in, increasing the benefits to individuals and the organization as a whole.
Accountability should be mutual, not individual.
It does not work to say, “the pastor is in charge of everything.” Likewise, it isn’t helpful for clergy to take an extended break and say “that’s y’all’s to deal with.” Clergy and laity need to work together to find mutual spaces for agency and responsibility in the life of the church. In summer months, a great example of this comes in the space of pastoral care. The pastor will likely take a leading role in this ministry (thus the name). However, assembling a team for different areas of pastoral care is a great way to delegate responsibility. Groups focusing on visitation in particular neighborhoods or settings, or visitation during a timeframe where the clergyperson is on vacation, can be a way of modeling a team-based approach that creates mutual accountability rather than individual overload.
A simple question goes a long way.
I’ve found that a single question, used consistently and intentionally, can set the tone for accountability in a church. The question is simple: “Is there anything I can do to support you?” This gives leaders the opportunity to offer encouragement, gives stakeholders choices about how support can arrive, and embodies a spirit of mutuality that ensures no one is on an island as they serve the mission of the church.
In my career, whenever I’m participating in a form of communication that even sniffs of an accountable scent, I try to insert this question into the conversation. While this does come with a risk that you may end up with something else on your plate, more often than not this simple question gives others space for discernment and a feeling that no matter how much they might have going on, and no matter how daunting the work may seem, help is nearby.
Accountability doesn’t have to come with baggage. Leading with this practice, informed by these principles, is a step in the right direction for creating a healthy accountability culture in your ministry setting.
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Related Resources
- Confronting Our Freedom by Peter Block
- 5 Ministry Game-Changers for Building a Team-Based Leadership Approach by Kim Jenne
- 50 Ways to Multiply Your Church’s Leadership Capacity, a free Lewis Center resource
- A Simple Approach to Creating a Culture of Accountability for Ministry Leaders by Kelly Brown
This article is reprinted by permission from Leading Ideas, a free e-newsletter from the Lewis Center for Church Leadership of Wesley Theological Seminary and available at churchleadership.com.
Jacquelyn Pascucci
The Rev. Dr. Jonathan Page
The Rev. Dr. Jonathan Page is the director of the Lewis Center for Church Leadership. Previously he was director of Connection and Innovation for the Virginia Conference of the United Methodist Church and has served as a pastor in churches of a variety of sizes and contexts. Jonathan holds a Doctor of Education with a degree focus in Organizational Change and Leadership from the University of Southern California and a Master of Divinity from Duke Divinity School.