What Did You Do Last Week?

Last week, Elon Musk and the Department of Government Efficiency (D.O.G.E.) made headlines again. The newly formed commission under the Trump administration sent a mass email on Saturday evening to over 2.3 million federal employees:

Subject: What Did You Do Last Week? 

Please reply to this email with approximately 5 bullets of what you accomplished last week and cc your manager... Deadline is Monday at 11:59pm EST.

This email was reportedly intended to demand justification for their continued employment. As you might expect, it was met with mass outrage inside and outside of the government. But by Monday, over 1 million employees responded. 

Simply put, this approach is inappropriate and extremely counterproductive. Leadership should not be about instilling fear but about fostering accountability, coaching, and growth. 

However, is there actually some underlying value in regularly asking employees what they did last week? 

The Wrong Way: Fear-Based Accountability

The D.O.G.E. email represents an extreme example of how accountability can be misused. Research on workplace motivation shows that fear-based accountability can lead to anxiety, reduced job satisfaction, and even unethical behavior as employees feel pressured to justify their worth at all costs (Burris, 2012; Edmondson, 2019). When employees perceive accountability as punitive, they may focus on self-preservation rather than innovation or meaningful contributions (Coyle, 2018). True leadership requires an approach that encourages performance through support, not threats.

The Right Way: A Tool for Growth

When framed correctly, the question "What did you do last week?" can be a powerful mechanism for growth and alignment. Research supports the idea that regular check-ins increase engagement, productivity, and retention by providing employees with clear expectations and feedback (Gallup, 2021). Employees who have structured accountability conversations are 2.7 times more likely to be engaged at work (Harter & Mann, 2017).

By consistently asking this question, leaders can encourage self-reflection, work prioritization, and alignment of activities with team goals. 

The key difference? Leaders must approach this conversation with curiosity, not interrogation. Rather than a test of loyalty and productivity, it should be an invitation for discussion, coaching, and mutual learning.

Practical Tips for Leaders

To use this approach effectively, consider these strategies:

• Set a consistent check-in cadence – Weekly one-on-ones or team meetings can provide structure for accountability without intimidation.
• Ask open-ended follow-ups – “What challenges did you face?” or “How can I support you?” encourage dialogue rather than defensiveness.
• Provide recognition and feedback – Positive reinforcement increases motivation and engagement (Cameron & Pierce, 2004).
• Make it a two-way conversation – Leaders should also share their priorities and challenges, modeling transparency.

Accountability is essential for high-performing teams, but it must be implemented in a way that supports rather than undermines employees.  Don’t be like D.O.G.E. Instead of using “What did you do last week?” as a threat, leaders should use it as a tool to foster growth, alignment, and engagement.

How can you integrate this question with your team this week?

References

Burris, E. (2012). The risks and rewards of speaking up: Managerial responses to employee voice. Academy of Management Journal.

Cameron, J., & Pierce, W. D. (2004). Rewards and intrinsic motivation: Resolving the controversy. American Psychological Association.

Coyle, D. (2018). The Culture Code: The Secrets of Highly Successful Groups. Bantam.

Edmondson, A. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.

Gallup. (2021). State of the Global Workplace Report.

Harter, J., & Mann, A. (2017). The Right Culture: Not Just About Employee Satisfaction. Gallup Workplace Insights.

Image attribution: Gage Skidmore