Accountability. The word alone is enough to make eyes glaze over at board meetings and conjure thoughts of finger-pointing and “gotcha” moments.
But what if we flipped the script? What if, instead of seeing it as a burden, we saw it as a spark — an ignition point for something more powerful?
Too often, economic-development organizations get stuck in the comfort zone. They report the same metrics, hold the same meetings and stick to the same strategies because that’s how it’s always been done. If the results are “good enough,” why rock the boat? But real progress doesn’t happen in the comfort zone. EDOs need to act with hunger and agility, embracing accountability as a catalyst for bold, innovative actions.
Accountability could mean setting a daring goal that makes leadership sweat a little. Imagine an EDO aiming not just to attract a dozen companies but to become the national leader in a niche like manufacturing automation or artificial intelligence-driven logistics. Picture the entire team, from directors to interns, rallying around a big, audacious goal. The energy changes. Suddenly, there’s urgency. There is risk, but also potential for real impact.
The best part? Goals that go beyond easy wins pull people together. It stops being about what is practical and becomes about what is possible. Board members, business leaders and elected officials see the bigger picture and lean in. This is where accountability shifts from a dry mandate to a shared vision that everyone wants to achieve.
Responsibility. There’s another weighty word. It’s not just about being answerable. It’s about having a deep, personal stake in the outcome. What if everyone involved in economic development felt that level of ownership? What if they supported taking calculated risks and treated failures as valuable lessons on the road to success?
It’s time to toss out the old playbook. Accountability shouldn’t be a year-end exercise; it should be a daily practice. Set stretch goals that push us beyond comfort and into possibility. Share those goals and get others invested in the outcome.
Because, at the end of the day, accountability isn’t about having a target on your back. It’s about having a vision in your sights.
That’s something everyone can rally around.
John Moore is a principal with Momenteum Strategies, an Upstate-based consulting firm specializing in helping communities and their economic development organizations build thriving, impactful innovation ecosystems.
