How can you encourage your team to take ownership of their work?

Just be sure that you’re setting realistic expectations with measurable milestones. That way, you can break the goals down into specific responsibilities and tasks and track their accountability and progress. Also, Establishing clear expectations with the team upfront will help set them up for success in the long-run. You should also be sure that they’re well equipped to meet those goals by training them.

In my experience, setting up goals, roles and responsibilities are must. But, making your team member aligned towards them, sits on top of everything. e.g. when you set an inflated goal which is far away from reality or capability of your team member, he instantly gets detached from it. In short, there is always avery thin line in between, which being a manger we should be able to vary as per various scenarios and people.

Die Entscheidung muss dem Team übergeben werden k?nnen, um eine Vereinbarung und Zielstrebigkeit des Teams zu erlangen. Ohne dies, wird das Ziel nicht erreicht und die Mitglieder suchen jeden Ausweg, um sich davon abzukehren, da es nicht ?ihr“ Ziel ist und somit auch nicht Ziel des Unternehmens ist, in dem sie arbeiten und ihrem Werteverst?ndnis liegt. Davor ist es natürlich die Arbeit des UN, die Ziele agil und gem?? der Strategie auszuarbeiten und ergebnisorientiert auszurichten.

Decision making is highly effective when brains are involved and scenarios that impact a decision are well thought of. Involving team members give a sense of involvement and team work and that's how it translates to ownership as everyone would be working towards a mutually agreed goal.

See all points are interrelated, When you set a smart(specific, measurable, achievable, realistic & timely) goal and let you team member to decide the path to achieve it(part of decision making). They will either achieve the goal or they will learn. So it’s a win-win scenario. I would like to quote “ if you are not doing mistakes, i am afraid my friend!! But you are not doing anything. “ making mistakes is the only way to learn, in my experience. So, allow your team members to make mistakes, learn from them and implement the learning. This is how learning curve should be.

While formal training involves structured learning focused on theoretical & practical aspects of decision-making, I’d recommend ‘Own the Outcome’ sessions, where regularly have team members present a past project or task, focusing on reflection & accountability for their own decisions & actions, regardless of the project’s outcome. The environment is more introspective & experience-based instead of controlled & neutral, where it’s less about personal past decisions and more about general principles and strategies. Although stressful for some, yet encourages taking responsibility for failures & successes. This can lead to deep personal insights, foster a culture of accountability, & improve future decision-making based on past experiences.

In the setting of the strategy, a gap analysis must be undertaken so as to determine who needs what in order to progress. The who could be training, coaching, gaining experience in select areas etc.. Its important to create a learning culture that is connected to the organisation and individuals development

Einer meiner "Lehrmeister" brachte mir etwas wertvolles bei. Misserfolg geh?rt UNS. Erfolg geh?rt immer den Mitarbeitern. Ein Vorgesetzter darf Erfolg nie für sich definieren. Ein leader holt Menschen auf die Bühne.

Anerkennung personalisieren: Nicht jeder reagiert gleich auf Lob und Anerkennung. Finde heraus, was jedem Teammitglied am meisten bedeutet – sei es ?ffentliches Lob, eine Gehaltserh?hung, zus?tzliche Freizeit oder Weiterbildungsm?glichkeiten. Personalisierte Anerkennung steigert die Motivation. Fehlerkultur etablieren: F?rdere eine Kultur, in der Fehler als Teil des Lernprozesses gesehen werden. Ermutige Teammitglieder, offen über Misserfolge zu sprechen und gemeinsam L?sungen zu finden, ohne Angst vor Konsequenzen zu haben. Erfolge sichtbar machen: Nutze regelm??ige Team-Meetings, um Erfolge zu teilen und zu feiern. Dies kann durch feste Jourfixe geschehen, bei denen Teammitglieder ihre Erfolge pr?sentieren und voneinander lernen k?nnen.

A seul, on part vite mais a deux on part loin. il faut encourager la collaboration et célébrer les résultats positifs issues des collaborations. il faut aussi être ouvert et transparent en tant que leader

Eine wichtige Aufgabe ist es die Mitarbeiter zu zu greifen, dass sich ihre einzelnen St?rken gemeinsam erg?nzen und die eigenen Egos sich nicht im Weg stehen. Hierbei geht es nicht um blindes Vertrauen sondern um vertrauen und Zusammenarbeit auf Augenh?he

Always be part of the solution’s!!! Now, everyone including ownership are part of the outcome! !!$$$ If you hire them… You are the number 1 reason for there success or their shortcomings!!! Now, get involved!!! Build it with them!!

Be involved in their daily tasks, be a part of the task Ask questions, listen to their process, open your and their minds , see how you can contribute to them

For one day, team members swap roles with someone in a different department or with a different responsibility. Prior to the event, participants would receive a brief training or overview of the other person's role to ensure basic understanding and to set expectations. On the designated day, each team member would perform the tasks and responsibilities of the role they have swapped into, under the guidance of the person they have swapped with. This exercise is not about perfect execution but about gaining a new perspective. It's an opportunity for team members to understand the challenges and intricacies of different roles within the company.

Always stand with your team members, motivate them, nurture them, support them and share your knowledge and experience with the team members and give them further room to grow. You need to elevate each and every team member of your team, as per their capabilities and strengths!

I find it helpful to have office staff go into the trenches ( manufacturing sectors) and see how and who is making the products being sold. I usually do this in the hottest days of the year ??. Respect the complete process and understand how we arrived here and now. This will help in negotiations and sales , fighting for the company and it's staff through understanding what the company does from start to finish. Customer relationship is the first directive, communication with customers and responding quickly and decisively in resolution of issues. Bring issues to management meetings so company staff are clearly aware of feedback, good or bad feedback promotes improvement.

Take it slow and one by one. You should have such a culture in your business where taking initiative and ownership is not something you can be punished for. Plus, make it technically easy. Story: a couple of days ago, my chief had a birthday. I organized a party in the office and made a donation quiz for him. Nobody asked me to do that, so when I got "Thank you!" from guests and the chief and CEO and CMO, I understood that ownership doesn't hurt if you are prepared and have all the techniques you need. Same with the team. Show them that you won't be guillotined if you fail and will be rewarded if succeed.