From Assigned to Accountable: Why title alone isn’t leadership

Many senior leaders are given project responsibility – formally or informally – as part of organisational shifts, restructures, or strategic planning cycles.

The role is often assigned. The expectation is implied.
But the leadership?
That’s something you must choose.

You might be given a title: Project Sponsor. Program Lead. Delivery Owner.
You might receive a brief: lead this transformation, ensure outcomes are achieved, manage stakeholders.

But too often, the boundaries are blurry.

What does success look like?
What’s your authority?
Where do you lean in and where do you delegate?
How will your leadership be felt by the team?

These questions don’t always come with the role.
Which means the shift from assigned to accountable must be deliberate.

Assigned ≠ Accountable

Being assigned means you’ve been included in the governance model.
You’re on the distribution list. You have a seat at the table.

But being accountable? That means you’re in the arena.

It means you feel a personal responsibility for the outcomes.
You’re not just representing a department.
You’re stewarding something that matters to the organisation, to the people involved, and to the customers who will experience the change.

When you step into real project leadership, your mindset shifts:

• From task oversight to purpose ownership
• From waiting for updates to initiating clarity
• From attending meetings to creating direction

You’re not just showing up to play a role, you’re showing up to lead and teams feel the difference.

A moment of reckoning

I once worked with a senior leader who had been “given” the sponsor role for a digital transformation.

They had credibility. Seniority. Deep technical understanding.

But they didn’t want the role.
They saw it as a compliance exercise something to attend, not own.

They delegated most decisions. Skimmed the reports. Assumed the project manager had it under control.

After three months, the project was adrift.

The delivery team lacked direction.
Stakeholders were disengaged.
Risks were rising quietly.
Tensions were building, unspoken but growing.

Eventually, a reset conversation was needed.
It wasn’t confrontational. It was honest.

I asked a simple question:

“You’ve been assigned this project. But are you willing to own it?”

To their credit, they said yes.
Not because they suddenly had more time or a clearer brief but because they recognised a deeper truth:

Leadership doesn’t begin with clarity.
It begins with commitment.

From that point on, their behaviour changed.
Not perfectly. But intentionally.

They showed up in project forums with focus.
They made time to listen to both stakeholders and delivery leads.
They used their influence to cut through barriers instead of escalating blame.

The ripple effect was immediate.
Trust rebuilt.
Decisions sped up.
The team found its rhythm again.

Why accountability changes everything

Accountability doesn’t mean control.
It means presence. Intention. Willingness to steer.

When a project leader owns their role rather than performs it, everything changes:

• Decisions are made faster
• Noise is reduced
• Teams feel supported and safe
• Risks are raised earlier
• Purpose stays in focus even when plans shift

The project might still be complex. But the leadership is clear and that makes all the difference.

Making the shift

If you’ve recently been assigned a project, portfolio, or transformation pause for a moment.

Ask yourself:

1. Have I clarified what success looks like beyond scope and budget?
2. Do I know who I need to influence, protect, or support for this to succeed?
3. Am I showing up with presence or just holding the title?
4. What conversations am I avoiding that would unlock clarity?

You don’t need to be perfect. But you do need to be present.

Because leadership is about showing up when it matters.

Projects succeed when they’re led with intention.
Not just managed. Not just staffed. Not just assigned.

So if you’ve been handed the keys, ask yourself:

“Will I sit in the seat? Or will I drive?”

The difference between assigned and accountable isn’t the role.
It’s the choice to lead.