Creating Ownership

Last month, I focused on the power of having a robust and compelling vision. A vision is so strong and persuasive that it invites others (e.g., staff) to share it and join the journey with you.

This month, I’d like to continue the conversation by discussing the idea of ownership, what it means when teams take ownership of their relationship, and how we can create opportunities for that to happen.

I recently read an article by Danny Langloss in which he talks about “The Seven Pillars of Ownership.” Starting with Psychological Safety, which I’ve discussed in the past, and Purpose, which we just spent the last month on, he talks about “Belonging.” He describes it as feeling seen, heard, valued, accepted, cared for, supported, and appreciated.

As we read the above list of descriptors, most understand what each word means. Yet, why do many programs struggle with creating a culture of belongingness, and what can we do about it?

Well, here are some common barriers:

·       Top-down initiatives with little to no input from staff who are expected to implement.

·       Diversity without inclusiveness – there may be different ethnicities, but groups “stick to their own kind” and don’t co-mingle.

·       Staff are not acknowledged regularly for the work they do.

·       Daily schedules are set up in a way that minimizes time to connect with one another.

And while I’m sure you can add more to the list above, what does that leave us with? Staff who possibly…

·       Express frustration or discontent regularly

·       Decrease their participation

·       Decline in their overall work or productivity

·       Communicate less and less over time

·       Engage less and less over time

·       Self-isolate

So, what can you do if you’re feeling any of the above or if you have staff feeling any of the above? Well… stay with me and tune in next week as we talk through a few ideas to get you and your teams connected.