Creating a Culture of Ownership

Imagine this scenario…Managers are not holding their people accountable. Deadlines are missed, requirements are not met, and performance is not up to par. You peel back the onion a bit and learn that information is not flowing, and trust is broken. Team members are not clear about what is in their control and under their authority. Leaders are not backing decisions made at the lower levels. It’s an all too common scenario that results in frustration and disengagement, yet it’s an oversimplification to say that people are not being held accountable for their actions. Accountability is a complex topic that requires some discussion.

Creating a culture of accountability

​One of the challenges for new and experienced leaders is setting the tone for a culture of accountability. That is, a team where people have the power and authority to work with autonomy, where individuals own their actions and decisions, and where everyone displays leadership, regardless of their level.

In such a culture, everyone is responsible for outcomes—good or bad. A lot has been written about this topic, but I’d like to pile on with three things that stand out to me as effective ways to foster accountability and create a workplace that minimizes the “not it” moments.

What the best leaders do to create a sense of ownership

1. Become a Champion

After years of working with leaders and coaching executives, I have found that the leaders who successfully create a culture of accountability often position themselves as “champions.” These leaders not only advocate for their teams but also provide air cover and take responsibility regardless of the outcome.
​
The biggest gift a leader can give their team is air cover. If you set out to empower your team and push down decision-making, the team must know that they have the autonomy to conduct their work and that they have your support on any decisions they make.

How to communicate this? Frequently message, “I got your back,” and mean it.

2. Focus on Ownership

Gustavo Razzetti recommends shifting the narrative away from accountability. In this article, Razzetti makes the case for shifting from focusing on who is accountable, to acknowledging ownership. He argues that ownership is intrinsically motivated, purpose-driven, and rewarding. An organization that has a culture of ownership cultivates pride and motivation. The shift from accountability to ownership is a subtle change with powerful outcomes.

3. Emphasize Shared Success

At a recent CliffsNotes Book Club meeting, we discussed Accountable Leaders by Vince Molinaro. (If you missed it, head to the portal and check out the fabulous notes Jeff Fetterman prepared.) Molinaro outlines how to drive accountability in great detail. In the book, he shares four strategies:

1. Make leadership accountability a priority
2. Define leadership expectations
3. Build the resilience and resolve of those you lead
4. Help others succeed across the broader organization
​
The fourth item—helping others succeed—is a refreshing and insightful aspect of accountability, and it relates to the community element of this cultural norm. Focusing on the combined success of the organization is a great way to build community and emphasize shared ownership for collaborative efforts and handoffs, including those transition points where something can slip through the cracks.
 
What has been your experience with fostering ownership? What has worked for you?