Ownership Matters

Ownership Matters

What is ownership?

Ownership is defined by Oxford Dictionary “as the act or right of possessing something.” This article discusses owning personal responsibility and accountability for achieving outcomes.

Why is ownership so important?

Integrity and Trust.

If someone calls you and asks for your help, the agreement is reached, and you take ownership of delivering what was asked. Your integrity and their trust are tested, and when you say, “I will take care of it.” If you are given an outcome, call someone and ask them for help, and If they agree, their integrity and trust are tested.

How does Ownership help me?

Ownership is a practice for success. People looking to advance their careers, get a raise, or be happy in their work should display this practice. One of the items leaders rely on is the ability to identify people or teams they can count on to deliver outcomes. They can assign a task, project, or program and feel confident that the result will be achieved. Therefore, if you are the person who can be counted on, you will be the first looked to when opportunities for advancement or increases arise.

People who take ownership drive with singleness of purpose to complete their mission, process, projects, deliverables, or tasks. They value their integrity and will work tirelessly to ensure they do not violate your trust.

Everybody wants to be a person and have people they can rely on.

What does ownership not mean?

Ownership does not mean complete control over everything. Many things can be accomplished as an individual, and others require collaboration. Taking ownership does not mean you work 24 hours a day or be challenging to work with. Yes, you may have to put in a few more hours driving toward and focusing on your outcome seeking to work together with people in a win/win arrangement. Still, the benefits of integrity, achievement, and personal satisfaction will remain.

How do I implement personal ownership?

Ownership is a mindset. You must only decide to take ownership of a particular process, product, project, or deliverable and drive that relentlessly through to completion every time. Taking on responsibility and accountability means you will continue to drive anything asked to completion. When obstacles arise, you find a way over or around them to keep them moving, on track. Excuses are not in the vocabulary of someone in this mindset; no is not an answer you accept. Say what you mean and do what you say.

Begin by asking yourself, Do I want to be someone people can rely on and trust? Then be that person. People will notice that you are the reason that something got done. This will not happen overnight, but with a pattern of consistent delivery, it will emerge, and you will be the person in the spotlight.

Then ask yourself, whom do I rely on and trust? When you find those people, praise them, reward them, and give them credit. Broaden your circle, give people the opportunity to deliver, coach them on expectations and grow your sphere of influence.

Ownership may sound like something you already do. However, there are gaps in every company. While people perform their jobs and can do so with limited ownership, imagine if everyone took complete ownership over the things they can control or influence. Quality, delivery, Speed to market, and attention to detail would all improve exponentially.

How do I implement ownership as a leader?

  • Lean in and take on the task, project, or program. Don’t wait for others to make the first move; take on the task, lead by example, and others will follow.
  • Clear roadblocks: others will come to you with problems. Work through the issue, brainstorm together to find solutions, and encourage others to expand their thinking and approach.
  • Delegate responsibility to team members and hold them accountable. Do not micromanage but set reasonable expectations and timelines, measure and support.
  • Train and grow. One of the best ways to teach and grow is to share your experience. Sharing allows others to learn from what you have already been through and work through it themselves.
    Motivate the team; Encourage, support, guide, and reward the team. A team that feels like you believe in them will move mountains to deliver.

Sean C. Barker

Chief Executive Officer

Sean established cloudEQ in 2007 and serves as its Chief Executive Officer. Sean’s successful career as an entrepreneur and executive at various Fortune 100 companies was a huge driver in starting his own business.

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