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Leading Together

Rethinking Praise in Public, Criticize in Private

Published 25 days ago • 3 min read

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Hi Reader,

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You’ve probably heard the advice:
​“Praise in public, criticize in private.”

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This well known quote, popularized by Vince Lombardi and Ken Blanchard, has led to a significant misunderstanding about accountability in teams. For many teams it sends an unintended message: Any form of accountability, candor and conflict are best addressed privately.

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When all critical feedback is kept behind closed doors, teams miss out on some of the most powerful moments for team learning, alignment and growth.

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We realize it's not natural for many of us, but the reality is that thoughtful, open accountability, done with thoughtful discernment and trust can actually strengthen teams. Here are some of the benefits to bringing accountability in a group setting:

Team Awareness:

When feedback happens in the open, everyone hears the same message. There’s no guessing, no backchanneling, and no confusion about expectations.

Collective Standards:

Public feedback doesn’t just challenge one person, it raises the standard for everyone. It reinforces shared norms and invites everyone to take ownership.

Constructive Growth:

When offered with care, being called up (not out) in front of peers can create powerful reflection and real behavior change. It helps team members grow together.

Modeling in Real Time:

It shows others how to do it. How to name tension, how to stay in the conversation, and how to offer feedback with both truth and care.

Of course, this works best in environments where trust and psychological safety is being nurtured. But remember, discomfort isn’t the same as harm. Beginning to bring accountability in a group setting might feel challenging at first. When delivered thoughtfully, public accountability is one of the most effective tools for team development. This practice is truly a bit like the chicken and egg in that it goes a long way towards strengthening psychological safety.

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And here’s the key: This isn’t just a job for the top leader. When it becomes a norm embraced by the entire team, peer-to-peer accountability becomes a powerful force for alignment, trust, and performance.

Practice: Use the STEP Model

If you're ready to start improving peer to peer accountability on your team, try this simple 4-part structure next time it needs to be addressed in the moment:

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This model isn’t about calling people out. It’s about calling each other up to the shared standards, agreements, and culture your team has agreed to together.

Accountability is a Two-Way Street

Creating a culture of accountability doesn’t just depend on the person giving it- it depends just as much on the way it’s received.

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When someone takes the risk to hold us accountable in a team setting, how we respond matters deeply. Dismissiveness, defensiveness, or awkward silence can shut down the culture we’re trying to build. But thoughtful, grounded responses can strengthen it.

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This is where belonging cues come in. These are the small, often nonverbal signals that say: “I can take it. I actually appreciate the accountability. We’re in this together.”

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They build trust in the moment, and trust is the soil where peer-to-peer accountability grows.

Here are a few practical ways to show you’re open to feedback:

  • Make eye contact
  • Listen attentively without interrupting
  • Nod or lean in to show presence and openness
  • Acknowledge the input with a simple phrase (“Thanks for naming that,” or “That’s helpful to hear”)
  • Take a breath, literally, and stay in it, even if it feels uncomfortable

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These small behaviors send a big message: Accountability in the team context isn’t a threat, it's a signal that we’re invested in each other’s growth.

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Group accountability isn’t always the right move, but it should be considered. Too often, we default to private feedback without considering if the team might benefit from a shared conversation. With trust and discernment, public accountability can align expectations, reinforce ownership, and model the culture we want to build. The goal isn’t to replace private feedback, but to stop assuming it’s always the best or only option.

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-Shaun and Joe

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Leading Together

with 6 Levers

Leading Together is for senior leadership teams who want to become more cohesive and high performing. In each newsletter, 6 Levers co-founders Shaun Lee and Joe Olwig break down real-world case studies and share insights from their work with executive teams across industries. You’ll hear the patterns behind what makes leadership teams thrive—and what holds them back. Most importantly, every newsletter shares practical applications you can apply with your team.

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