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.
• 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 organizations will create the clarity and work through the toughest situations and ambiguity if they believe in what they are doing, who they are doing it with, and in a manner they like, find fun, or exhilarating.  

Just take Apollo 13 as an example.  It was the seventh crewed mission in the Apollo space program. It was to be the third to land on the moon. However, after being launched from Kennedy Space Center on April 11, 1970, the landing was abandoned after an oxygen tank in the service module failed. Nothing prepared the crew or those on the ground for this crisis. There was no clarity.  In fact, roles went out the window. No idea was a bad idea. The shared purpose and respect for one another became the focus.  “Bring them home safely” became a shared mantra.  We had never lost anyone on a mission and it was not about to occur on this watch.  They created clarity on the foundation of the other elements.  

This lesson is even more important now as we learn to pivot on a more regular basis. Change will be our constant moving forward.  Ambiguity in roles, structure and more can occur overnight.  We will need to rely on purpose, respect, and a great work environment to fuel working through and tweaking the other elements.  

A shared purpose, productive relationships, and strong work environment rely on communication. People must be comfortable asking questions and being open, both in the office and between client and company. However, communication relies on trust. One of the best ways to open the door to communication is with a strong welcome. Subsequently, there is great value in discussing welcomes. Creating a welcoming environment goes beyond simple pleasantries. It requires accessibility, transparency, and additional effort. 

Respect is rooted in comfort. It is difficult to respect and trust someone when you lack footing.  Have you ever needed to ask a question for clarification but felt that it would be unwelcomed? Did your work suffer for it? To succeed, it is important to ask questions. This way, we can grow and develop in our positions. Nobody knows everything from the start. Therefore, it is important to create an approachable environment where collaboration and questions are encouraged. Openness is the name of the game. When people feel comfortable inquiring about their responsibilities or asking for clarification, the company succeeds. If this is suppressed, communication breaks down. People hide mistakes instead of seeking solutions. How can we be more approachable to our teammates? 

We gain shared purpose, respect and trust, and a strong work environment through regular two-way communication. Think about the concept of “shared.”  We can only develop a shared sense of anything if we are coming to a conclusion together.  That conclusion is based on batting around ideas, encouraging questions, comments, exploring concerns, and more.  Communication is not one-way or top down. Communication is multifaceted and equal, not based on a hierarchy.  Until we level that playing field ownership will be out of reach.  

What do you stand for?  Who do you stand with?  And how fun or enjoyable is the stand?  Focus your communication on those questions and you are halfway there!