MORE THAN GRASS WITH ALPHA JONES

Accountability is a word we hear often, but in sports field management it takes on a unique weight. We are responsible for more than just turf. Every blade of grass, every mound of clay, and every painted line plays into the experience of athletes, coaches and fans. Fields must be safe, playable and aesthetically pleasing— and accountability is the thread that holds those expectations together.

The phrase“ that’ s not my job” might be one of the most dangerous things a sports field management professional can say. Sports turf work is a team effort, and ownership matters. A protruding sprinkler head, a large unrepaired divot, or a poorly secured base anchor doesn’ t care whose“ job” it was to check it. If it fails, accountability lands on the whole crew; and, more importantly, it impacts the safety of the players.

Accountability is not about blame— it’ s about ownership. It is the willingness to see what needs to be done and act on it, whether or not it is listed under your formal job description or work order. Picking up trash along the warning track( or the concourse), adjusting a crooked goal post, or repairing a hole in the protective netting may not feel like headline tasks, but they reinforce a culture where everyone takes pride in the finished product.

Accountability shows up in the details. An irrigation repair isn’ t complete until every head has been tested. An infield skin repair isn’ t just filling the hole; it is ensuring the repair is on grade to prevent standing water. It is brooming all grass edges post-game even though no runners made it past second base during the game. Those small steps combine to create a field that athletes can trust, and coaches can respect.

On the flip side, when accountability breaks down, the results are easy to see. Corners get cut. Safety is compromised. Trust erodes. Maybe the field still looks green from the stands, but up close the inconsistencies are glaring. Sooner or later, those cracks show in the form of complaints, injuries or lost confidence from the teams we serve.

The most common way accountability is avoided is through deflection.“ Nobody told me to do that.”“ I did my part.”“ The equipment broke, so it’ s not my fault.” Each of these statements may carry truth, but they don’ t carry accountability. A mower breaking down is not your fault— but how you handle that moment is your responsibility. Do you shrug it off and walk away, or do you help find the solution so the field is ready when it’ s needed?

Accountability is also often confused with work ethic. The two are related, but they are not the same. A person can work long hours and still not be accountable if their results lack consistency and completeness. Another may work fewer hours but deliver work that is thorough, dependable and team centered. Work ethic reflects effort. Accountability reflects ownership. The strongest teams have both, but accountability will build a stronger, more sustainable culture every time.

Building accountability within our crews and organizations begins with clear expectations. Everyone on the team should understand not just what the tasks are, but the standard to which they are to be completed. From there, accountability grows via follow-through— doing what you say you’ ll do. It grows through recognition— leadership calling out moments when accountability is shown so others see its value. And it grows through modeling— a sports field manager who quietly cuts corners will never inspire a crew to take ownership, but a manager who models daily accountability builds a crew that follows suit.

Accountability is not about perfection— it’ s about intention. It is choosing to own the outcome, even when it would be easier to pass the buck.

Ask yourself: When was the last time you showed accountability, even in a small way? Did you step up, or did you step back? How did that choice impact the people who rely on the field you manage?

Leadership is not just about title or position, it’ s about work ethic, accountability, and the daily choices we make in the field.

[ Editor’ s note: This article is part of an ongoing series.

The next article will focus on communication, because accountability without communication often falls short.]

Alpha Jones, CSFM, is an athletic field specialist at Duke University. He also serves on the SFMA Board of Directors as President-Elect. He can be reached at morthangrass @ gmail. com sportsfieldmanagementonline. com October 2025 | SportsField Management

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