Fostering OWNERSHIP through
Communicating with Purpose By BRAD FEDERMAN
Ownership, the ever-elusive holy grail. Companies and executives are constantly chasing true ownership. Responsibility, being charged with a task or effort, is easy to manage. Accountability, which has more to do with follow through, is typically more difficult to make happen. While responsibility has a great deal to do with compliance, accountability has more to do with obligation. Ownership, on the other hand, is an innate, passionate, and proactive initiative taken because someone is engaged and is driven toward positive results. What percentage of your people work at an ownership level? According to Harvard Business Review: • 82% of managers acknowledge they have “limited to no” ability to hold others accountable successfully • 91% of employees say that “effectively holding others accountable” is one of their company’s top leadership-development needs • 14% of employees feel their performance is managed in a way that motives them • 26% get feedback less than once per year • 21% feel their performance metrics are within their control • 70% of employees feel their managers aren’t objective in how they evaluate their performance • 69% of employees don’t feel they’re living up to their potential at work One study found that 80% of people see accountability as punishment. Clearly, we have a long way to go in our efforts to consistently create truly high-performing teams and organizations. So where should we start? There are many existing models that outline or profess how to gain ownership and accountability. We have our own model. They all vary to some degree, but there is a great deal of commonality. Some of the factors highlighted in these models are: • Purpose. Purpose and meaning in our work has become essential as expectation of talent has changed. Common purpose is difficult to achieve, but is the glue that holds all of us together. • Goals. People achieve results when they know the target. Clear goals that are aligned across a team and organization can make the difference between success and failure. • Roles. Clear roles are paramount to accountability. Who needs to be accountable, responsible, informed, and consulted? When we have ambiguity in roles, things fall through the cracks. 30
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• Deadlines. If you lack a finish line you are likely not going to finish. Most people need deadlines to plan their work and some need them to avoid procrastination. • Collaboration. People, in the end, are accountable to people. Our relationships drive our willingness to be accountable. If people are not collaborating they will most likely be less accountable. • Coaching. Forward-focused conversations based on growth, learning and becoming stronger, faster, and better are a cornerstone of accountability. People want to do well and they need a partner in that journey. • Fun. Let’s face it. A grind is just that; a grind. It is hard to be motivated and face the day when the work and work environment are not fun. People need to find some enjoyment in their work experience. • Consequences. Positive and negative. People typically do what is best for them. If we measure and provide rewards, recognition, incentives for great performance, people have a stronger tendency to live up to being accountable. • Trust/Respect. Trust is one of the most essential aspects of high performing teams, accountability, and ownership. People want to work with those they trust and respect. More importantly, they do not want to let them down. • Productive Conflict. There is a difference between dysfunctional conflict and functional conflict. Productive or functional conflict is not about people, it is centered on ideas. People need to feel comfortable and safe to co-create and co-discover. • Commitment. People sign up for projects and initiatives every day. However, 90% of the time they are signing up for a high-level idea without really understanding what they are committing themselves to. We must gain real commitment to get true ownership. There are so many levers that can be utilized to make gains in ownership and accountability. The big question is, “Where should I start?” Uncertainty leads to commotion. Clarity encourages confidence. Conviction creates commitment. I would suggest you start with building a shared purpose and meaning in your organization and then follow up with developing trusted relationships and fun. For many, this will seem irrational. However, it actually does makes sense. For example, I have rarely seen a team or organization that lacks shared purpose, respectful relationships, and a minimum level of enjoyment succeed and have strong accountability. I have seen the opposite occur. Even without clear goals and roles I have seen companies and teams do amazing things. How? Teams and organi-
