How can you inspire your team to take ownership of their projects?

As a lead take the responsibility for the failures and share the success with the team. Celebrate every success, even if it is small. Retrospect or introspect for failures and come out with the remedial actions. Train the team on how to accomplish the task and just do not relax after assigning responsibilities. Be a part of the team in execution. Celebrate the achievement of a team member with everyone and educate the team member for mistakes privately. Defend your team always.

As a leader, it's essential to provide a well-structured framework that outlines what success looks like for each project. This involves setting specific, measurable, achievable, relevant, and time-bound (SMART) objectives. By clearly communicating these goals, team members gain a thorough understanding of their responsibilities and the impact of their work on the larger organizational objectives. This clarity helps in aligning their individual efforts with the team's mission. Additionally, setting expectations regarding the quality of work, timelines, and collaboration fosters a sense of responsibility and accountability.

Take Initiative As an individual contributor, seizing ownership of projects often begins with taking proactive initiatives before the project formally kicks off. By investing time in conducting preliminary research analysis, performing a spike and deeply understanding the problem statements, one can position themselves as a pivotal team member. This early involvement equips the individual contributor to propose insightful solutions. Taking ownership, initiating discussions, presenting valuable insights, and actively contributing to shaping the project's direction. This proactive approach enhances individual contributors feel empowered to step forward and assume ownership of technical projects

As people leader, the first thing is to trust that your people can own up things. Show this trust by giving unique responsibility to everyone - only 1 person responsible for any task. This is difficult in practice but it's also the most important step - collective responsibility is basically no responsibility. Second, the expectation should be clear - what should an ideal team member do in different circumstances. Again this is a continuous process, as and when business processes and demands arise. Third, feedback and encouragement. Better said than practiced. The sequence should be - encouragement - mild feedback - encouragement - tough feedback - encouragement. Lastly, show that you care - genuine care about your team's well being.

1. As a lead, take the ownership of failures and let the team members enjoy the success. 2. Give verbal appreciation to team members in front of the team. A lead giving recognition cultivates the culture of giving positive feeback. This creates an environment of psychological safety that their contribution is going to be recognized.

Make sure the team is aligned on the "what" (i.e. objectives) then give them enough autonomy to decide the "how" (i.e. methodology). This eventually develops their sense of ownership and motivates them to get things done in effective and innovative ways

As a leader, your job is to sell the vision and help everyone collectively agree on the desired outcome. The path taken to the outcome is the individual's prerogative and the teams with more open and risk friendly culture typically tend to outperform the risk averse ones. Teams should set periodic checkpoints to evaluate progress and nudge the team in the right direction but the individuals should have freedom to experiment, (potentially) fail, learn and then deliver a more robust outcome.

As manager, delegating tasks can be hard, but is necessary. It is hard because the solution of the task will most probably not be what it would have been if you solved it yourself. This has to be accepted (as long as the result aligns with the rest of the project goals). And once you have delegated, do not step in to micro-manage, that passivates people; the delegated task is (should be) by delegation owned by the people it was delegated to. It is necessary because for all but the smallest projects you simply cannot solve everything yourself.

Empowering team members with the freedom to explore innovative solutions and make independent decisions can significantly boost their engagement and commitment to the project. This sense of autonomy fosters a creative environment where individuals feel confident to experiment, take risks, and bring unique ideas to the table. As a leader, it's important to provide guidance and support but also to trust your team's expertise and judgment. Encouraging a trial-and-error approach, where mistakes are seen as learning opportunities, can further enhance creativity. By recognizing and celebrating creative contributions and breakthroughs, you reinforce the value of innovative thinking.

Creative minds see things differently. They may miss the obvious routes to find good alternatives. They can automate boring repetitive stuffs. They can see things very few can comprehend. This would need strong support as teams around them will find hard time catching upto the things they feel and understand. Creative minds experience a different route of thing. They don't conform to norms and more often than not bring new norms. Experimentation stumble us towards the standards that become design principles and patterns sooner or later.

This is very powerful way of building a healthy culture among the team/organisation. Involving team in decision making boost ownership mindset among each one of them and help them understand the big picture of the goal. Also, involving them in problem solving is impactful as if can bring new perspective to the problem/solution and can be a good learning experience for entire team.

Making room at the table helps when working on a complex problem. We all come from different walks of life, so anyone can bring a fresh perspective. There are added benefits like team engagement, team bonding which cannot really be measured in numbers.

When team members are actively engaged in these processes, they feel a deeper connection to the project and its outcomes. This involvement gives them a platform to voice their opinions, share their expertise, and contribute to critical decisions that shape the project's direction. As a leader, facilitating collaborative decision-making sessions and encouraging open discussions on challenges helps in harnessing diverse perspectives and skills. This not only leads to more informed and robust solutions but also fosters a sense of collective responsibility and ownership. Moreover, recognizing and valuing each team member's input in decision-making processes reinforces their sense of importance in the project.

This is very powerful way of building a healthy culture in the team/organisation. As this becomes an ice breaker for many. Involving team in decision making boost ownership among them and help them understand the big picture of the goal. And work towards achieving it. Also, involving them in problem solving is impactful as it can bring new perspective to the problem/solution and you can direct them in new way as well which satisfies the learning curve for them. But you should maintain a healthy environment as well so you should never ignore what they have to say instead listen to their view and close it with healthy discussion if they are going towards wrong direction. This helps in creating great bonds within the team.

Additionally, it's crucial to refrain from criticizing colleagues for their mistakes. Allowing them the freedom to experiment, make errors, and learn from failures is essential. By embracing a culture that encourages trial and error, individuals are more likely to develop valuable insights and create meaningful contributions after overcoming challenges.

Lead by example and integrity. It is motivating for the team when they see leadership put skin in the game. And it is good for the leader too. You know BS when you see one and call it with full authenticity.

The strength of a team depends not only on a strong leader but also on each of its members. The stronger and more competent each unit of the team, the stronger the overall performance of the team.

Coaching your team is one of the most important thing a leader must do. Timely feedback given in a kind and empathetic way makes all the difference and allows individuals to grow.

The overall growth of the team members is the responsibility of leader so that's why we should always give opportunities to team members for learn new skills and we should try to gather skill knowledge of each resource in a team. If we know the skills of team so we can utilize it better while distribution of tasks.

Supporting team growth is fundamental to fostering ownership. I focus on providing opportunities for my team to learn new skills and technologies, believing this enhances their capabilities and project outcomes. Mentoring is key; I guide and assist in overcoming challenges, which boosts performance, quality, and efficiency. This approach not only nurtures individual growth but also strengthens the team's collective sense of ownership and pride in their work. Investing in my team's development is investing in our shared success.

Recognizing and celebrating team accomplishments cultivates a positive atmosphere, instilling pride and a shared sense of achievement. This positive reinforcement inspires team members, boosting morale, and encouraging a proactive and accountable mindset within the entire team. Ofcourse, this process can take time and patience is thereby absolutely important. But, in the long run helps the team to stick together.

One concept that struck me a few months ago and has stuck with me is creating a user manual for yourself. The idea is to let your team know how you work and the best ways to reach out to you. The same works in reverse. Ask your team members how they like to be acknowledged and/or rewarded. Then follow through and use that information to encourage them when they succeed.

It's really important to keep motivated your team members specially when the performance is not upto the mark. You should organize small celebrations to recognize your team members via certification and medals ??

In my experience, Using past achievements practically involving them in after-sale services for a while and celebrating the small success of the team members make them feel useful for the projects.

Recognition of the team's effort is crucial for fostering a positive work environment. It not only boosts morale but also serves as a powerful motivator. Acknowledging and appreciating the team's hard work and dedication cultivates a sense of value and encourages continued excellence. As a leader, consistently recognizing the team's efforts contributes to a culture of appreciation, ultimately enhancing collaboration and driving overall success.

One thing I have learned from my experience is to make your team live and breathe the problem (user’s pain points & struggles) and emphasize why it needs to be solved (business impact or impact on the brand). Once they start internalizing the problem and understanding its importance, most of the inspirational work is done. They begin to feel ownership of solving the problem.

One thing that my company has emphasized for all of 2023 and I expect to see going forward is "Zero distance" get the developers sitting with (same room, same desk) the customers and working through pain points together. I saw this in action recently when my team and the team we build tools for held a connectathon. We, the developers, saw things that we could improve that had never been reported! #ZeroDistance

For the team to be successful and innovative, I think it’s important to consider the following tips: - the leader should show encouraged behavior yourself and be the example - you should introduce no blame culture to encourage people creativity and not to be afraid of mistakes - Make every voice heard

I have observed that leadership sets the tone for the team. It is important for the leader to demonstrate a strong work ethic, accountability, transparency and a proactive approach. When team members witness these qualities in their leaders, it inspires them and they become more inclined to mirror these behaviours and take ownership of their projects.

As a leader it is important to be a team player, not a manager that directs from the back but a leader that inspires and motivate by getting involved. The team will take ownership when they see the leader do same and lead by example not by giving instructions alone.