Introduction
Taking ownership entails taking the initiative. We take ownership when we believe that taking action is not the responsibility of someone else. Even when working with others, you are personally responsible for the quality and timeliness of the outcome. You care about the outcome in the same way that you would as the organization's owner. It does not imply that you are obligated to own the project. It does not preclude you from involving others. It does imply that you have an obligation to the organization's results and an obligation to act on items that have an impact on those results. Perhaps you have a brilliant idea for saving the organization money, but it falls outside the scope of your responsibilities.
Employee accountability in the workplace
Being accountable entails accepting responsibility for the outcome. Ownership is about taking the initiative, while accountability is about following through. It's not just about the individual and their goals or commitments; it's about understanding how your actions affect the ability of other team members to achieve their goals. When you say, "I've got this," you are promising to deliver on time, within budget, and so on. It also implies that you are forthright when you fall short. Be honest and proactive with your communication if you are unable to deliver on time or the results will not be as strong as you had hoped. You respect the impact you have on teammates by being forthcoming. Accountability is a key component in developing trust.
Being accountable communicates to others, "You can trust me."
Trust in the workplace
Trust is the belief that your teammates are working toward the same goals as you. That they are conducting themselves with diligence and professionalism. Another way to understand workplace trust is to consider what it is not. Micromanagement is the polar opposite of trust. However, don't confuse clarity with micromanagement. Good communication and a shared understanding of goals are essential. Beyond that, it's critical to have faith in your teammates to do the right thing and deliver results. Low trust leads to low productivity. If you don't trust your teammates, you'll waste time and energy following up on details you shouldn't be managing. If you don't trust someone, you're less likely to take initiative because you're afraid of being judged.
Why does taking ownership matter?
Employees who take ownership of their work treat the company they work for — and its money — as if it were their own. They will make more thoughtful, responsible, and careful decisions. They will also be more driven, motivated, and entrepreneurial, looking for creative and innovative ways to improve and develop what they are doing rather than going through the motions and fulfilling the bare minimum, or worse, stagnating.
In short, a company that has employees who take ownership is a company that is progressing. It also makes everyone, including managers, work in a much more positive and fulfilling environment.
If they haven't already, every employee who works for you will eventually come to a crossroads.
At that point, you hope they turn around and support your leadership as well as your company's vision and values. Turning in that direction indicates that they see a future for themselves with your organization and will invest fully and go all-in.
Unfortunately, some will turn left and walk away without actually walking away. They'll adopt a'me against the machine' mentality and start looking for shortcuts and ways to do just the MDR (Minimum Daily Requirement) required to fly under the radar and avoid being called out or fired.
Their direction is determined by your leadership. Here are best ways to motivate your employee
Share Your Dream. Make employees feel like they are a part of something bigger than themselves. Communicate your mission and vision to them early and often, and solicit their feedback on a regular basis so that they see what you see and are committed to working toward the same outcome.
Employees should be involved in goal-setting and planning activities. Seek out their ideas, knowledge, and insights, and invite them to participate in making critical decisions. At the very least, show them how you make difficult decisions.
Explain your reasoning. Don't just tell someone what to do; make sure they understand why the task needs to be completed and why you've chosen that person for the job. Give the job context in the context of your overall operation.
Delegate Authority as well as Work. Allow employees to take the lead in some of the meetings they attend. Leadership abilities evolve over time and require practice.
Before you have to, trust them. You'll have to trust them eventually, but it's sometimes worth the risk to trust them before you make a decision or step into a role that tests them. Your faith in them will instill confidence in them, which is essential for their personal development.
Encourage them to find solutions to their own problems. Listen to their problems but don't give them the solution. Instead, pose probing questions that will lead them to the correct answer. When they receive it, compliment them and tell them they don't need it.
What does ownership mean:
1.Understanding what exactly has to be done, not just what you are supposed to do.
2.Being disciplined about the process and having full faith in it.
3.Knowing all the roles and the responsibilities and how it impacts the other departments too which we have in the process.
4.Taking full responsibility of the results, irrespective of the outcome. Not just take credit for the win and blame others for the loss.
5.Doing your best and understanding how to do it even better, not doing just enough to make it look like that you did your part
Taking action towards making your best work even better and becoming an expert in the industry, not just being an average player in the bigger picture.
Conclusion
Ownership of a project, a client relationship, or a process can motivate team members to work harder. It is the responsibility of a firm's partners to delegate ownership to their employees in a way that motivates them to embody the same vision for the practice that they do.
The majority of employee-owned businesses are corporations. In a stock corporation, the corporation distributes ownership rights to "shareholders" by issuing shares. Shareholders have limited rights and responsibilities, with formal ownership responsibilities delegated to a board of directors.
Taking ownership entails taking the initiative. We take ownership when we believe that taking action is not the responsibility of someone else