To Own It

Of all the factors that make a difference in a team member's performance, here is one of the most important.

Does the team member own the business?  (And, as a leader, do you allow them that privilege of ownership?)

When I went to work at a previous company, I was alarmed by what I experienced.   Team members came in and left at the appointed time, kept their heads down in their cubicles: the office had all of the quietness, but none of the solace, of a mausoleum.  Entrepreneurialism was replaced the execution of tactics.    Cooperation?  Teamwork?   Really didn't exist.

None of the team members felt ownership of their part of the business.   Previous management made it clear that the team was only there to do management's bidding.   Their investment in their work earned them only a paycheck with benefits, but not the greatest benefit of feeling invested in their collective accomplishments.

After a couple years - once the team understood they owned the business and were responsible for their decisions, the place gradually came to life.    And not too long after that, they became a well-functioning group that both individually and collectively owned the business.

How can you tell when someone owns the business?

They protect it.

They are well aware of their contribution to the greater good.

They exhibit a strong understanding of mission and goals.

They are strong ambassadors for the team.   

They know the business well enough that they can be entrepreneurial with it;  the business does not stagnate.

They bring their ideas and their personas to what they do.

Instead of the leader always bringing ideas to the team, the team brings ideas to the leader.

Here's another advantage of owning the business.   A wise person once instructed a somewhat dysfunctional group  (who kept making excuses why they couldn't get things done) "You cannot change what you do not own."

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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.