2 Ways to Build a High Ownership Culture
When ownership is low, getting things done is always hard.
7 signs you’re in a low ownership culture:
- Normal requests are greeted with moaning.
- It’s an ‘every person for themselves’ culture.
- Unhelpfulness is an artform. Volunteering is frowned on.
- One person is doing most of the talking in meetings.
- Absenteeism is high.
- Quality is low.
- Paychecks are the only reason people show up.
2 ways to build a high ownership culture:
#1. Give second chances.
Irresponsible failure earns negative consequences. Responsible failure deserves second chances.
Tolerance is endorsement when failure is involved.
When you tolerate irresponsible behavior, you get more irresponsible behavior. But when you punish responsible failure, people stop trying.
You give the impression failure doesn’t matter when you ignore it. Greet responsible failure with kind inquiry. Use two or three of the following questions.
- What did you learn?
- What factors contributed to this failure?
- What was the point of failure?
- What was left undone?
- What didn’t happen that should have?
- What will you do differently next time?
- What new skill would you like to develop?
- What training might help?
#2. Lower your intensity.
High energy leaders tend to get involved too quickly and solve problems for others too frequently.
When you step in, others step out.
Every problem you solve for competent team members trains them that you will solve their problems.
Every time you tell capable employees how to do their job you suggest they aren’t capable.
Intervene when:
- People give their best, but improvement stagnates.
- You repeatedly deal with the same problems or mistakes.
- Frustration levels are rising. Moderate frustration is useful. High frustration is destructive.
Healthy participation:
- Touch base regularly. Lowering your intensity isn’t about being distant.
- Recognize what people are doing right.
- Ask, “How can I help?” (But avoid doing people’s jobs for them.)
Which of the above suggestions for building high ownership seems most relevant to you?
What suggestions might you add to the ones listed above?
Dan, I like—–“High energy leaders tend to get involved too quickly and solve problems for others too frequently.”
Give people some time to solve the problem on their own. I know as a teacher, I often jumped in too quickly.
Impulse thought- Love the articles !!!!
Trust and communication are critical- new Leaders in particular may try to live up to an ideal of leadership, without enhancing their own skills- creating communication voids and culture poison. We want things done when we want them done. A good leader needs to take time to know themselves, their skillset and ways they can be effective as individuals to be an effective leader- taking time to cultivate our individual employees/ organizations and give them voice.
“Tolerance is endorsement when failure is involved.”
When I was training local law enforcement and government supervisors, I preached this concept so much that it practically became a mantra. Of course, confronting failure (or just substandard performance generally) appropriately is key, but confront it we must. Your tips for intervention and “healthy participation” are right on the mark. Confronting failure effectively is one of those tasks where leaders really earn their money.
I found that one aid to establishing a “high ownership” culture in my agency was to begin by hiring people most likely likely to take ownership of our mission and values. Intensive pre-employment background investigations and prior employment records could often demonstrate whether a candidate was likely to want “just a job” or was a “true believer” in what we were trying to do. Their training performance was another key indicator. Diligence in this process saved a lot of grief later.
Some organizations seemingly use the opposite approach, with minimal pre-employment screening and lots of later “weeding out” of those who can’t perform to expectations, but I always considered this to be a false economy.
Cheers!
Ownership is an interesting thing. Sometimes it’s a privilege, sometimes it’s a gift that never starts giving.
When you ask somebody to own something, ask yourself if you’re asking people to take ownership of an albatross round their necks.
I like your perspective mitch999. I think what you are saying is that the environment leadership creates must support resourcing for and reward ownership of parts of the business properly – not just expect it. Did I catch you meaning?
More or less. It’s a case of consider how it sounds when someone says: “Here, I want you take take control and ownership of this intractable problem that nobody is allowed to solve and carry the can for it” sounds, and then ask yourself if you’d be persuaded.
Dan, may I suggest an enhancement to your blog? Would it be possible to add the ability for me to give a thumbs up or other indicator of my engagement with your blog without leaving a comment? I often read the blog but comment less and I’d love to let you know that I liked what you said (often). Thank-you for any consideration you give this suggestion.
Hi Jenny Lynn-Garner. It’s not too visible but you can find a rating bar under the last banner on the current blog post. Thanks for your suggestion.
Great! Thank-you Dan. I see it! Appreciate you pointing me in the right direction.
Be careful not to DELGATE to someone who doesn’t have the skills and knowledge necessary to accomplish a task.