Accountability in education is not new. Schools have always been accountable in one way or another to the communities they serve, regardless of the policy environment of the time (Elmore, The Educational Forum, 69:134-142, 2005). This article explores how three principals from Ontario, Canada manage the tensions of multiple accountability systems in their work. Findings indicate that the principals were able to find ways to be accountable to a variety of communities and ideals by prioritizing and honoring local needs and beliefs within the larger provincial mandate. Principals could not ignore the various accountability pressures; indeed, their success hinged on the ability to negotiate them. This delicate balancing act requires school principals to develop skills necessary to successfully juggle these competing demands.The work of school principals can be challenging. Some of their work is driven by legislation, other aspects by moral purpose. Whatever the influence, principals' work is multifaceted and complex. In Ontario, Canada, principals are not only responsible for a multitude of activities and duties, from maintaining a visitor's book to developing a school vision. They perform these tasks at a time of significant change in education. Principals currently carry out this complicated work within a context of increased awareness of student diversity, an accelerated utilization of information and communication technology, a push for increased parent and community engagement, and changes in educational agenda, professional discourses, labor relations, and perhaps most acutely for many, school accountability (Belfield 2005; Court and O'