Accountability separates the fastest growing companies from the slowest growing ones. The most successful companies, the fastest growers, hold their people accountable the most. This chapter explains the differences between the two groups of companies. The fast growers had owners and management who told their people that they expected them to take one communication action a day and followed up to ensure they actually did. The slow growers did not have owners or managers who were comfortable asking people to do new work, even though it was only a few minutes a day. The fast growers enlisted middle managers to hold their colleagues accountable. The slow growers got diverted by fires and spent their days reacting to customer issues and problems. The chapter discusses the five critical accountability techniques an owner or executive needs to implement to execute a revenue growth program.