In my 20-year leadership career, I have seen managers and supervisors struggle in holding their employees accountable. This has been true for many people in supervisory roles and with various levels of authority and experience, from newly minted, first-time supervisors to seasoned managers responsible for entire workforces. What has stood out to me is the lack of balance in their performance management approach. Managers and supervisors who have struggled to hold their employees accountable and improve performance the right way have either been too harsh, too lenient, or too disengaged. These approaches have been detrimental. In this book, I unveil Supportive Accountability Leadership™, a simple yet powerful framework that will help you create a positive work environment while improving performance. I developed this model based on two decades of my personal experience. According to peer-reviewed international research in various disciplines, leaders can successfully apply the seven elements of the model to improve performance for individuals, teams, and entire workforces.