Don't be a Tenant, be an Owner!

Have you ever noticed the difference between managing a project or product as if you were just passing through, and truly owning it? In this article, we will explore how taking full responsibility can be a game-changer in the success of your initiatives.

Hello, I'm Ricardo Peters, a specialist in management and leadership. Today, I want to discuss how the habit of assuming responsibility (ownership) can transform into a powerful tool for effectively leading your initiatives. Let's discover together how you can apply this principle to achieve extraordinary results.

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Owning a product or project means much more than just managing them; it's about taking full responsibility, from deeply understanding the scope to being wholly committed to the success of the initiative. We will explore how setting clear goals, inspiring a shared purpose in the team, and active participation in decisions are essential to truly "owning" your projects.

Understanding the initiative in its entirety is the first step to becoming a true owner. This goes beyond knowing just the scope and objectives. It means diving into the details, understanding the motivations of each stakeholder, and recognizing the unique challenges and opportunities of the project. When you understand all these elements, decision-making becomes more informed, leading to more assertive choices and greater commitment from the entire team. Taking full responsibility becomes a driving force for the success of the initiative.

Consider the case of Ana, a project manager who turned a challenging project into a great success. Initially, she faced resistance from the team and a lack of clarity in objectives. What needed to be done was unclear to most stakeholders, and the team expressed in different ways their lack of understanding of the project's purpose. By adopting the "owner" stance, Ana delved into the stakeholders' needs, aligned expectations by building a collective vision of the purpose with the team and stakeholders, and facilitated goal-setting, always encouraging the team to deeply engage and be more vocal and participative in decision-making. The result? A project delivered with excellence, on time and within budget, and a more united and motivated team. This fictional case illustrates how assuming ownership can change the course of an initiative.

To experience the role of "owner," I propose an exercise: at your next product (or project) meeting, put yourself in the place of each team member and stakeholder. Try to understand their perspectives, challenges, and expectations. This will not only broaden your view of the project but also foster empathy and collaboration. This exercise is an important step in developing a deep understanding of the project and strengthening your leadership. Vocalize your findings using phrases like:

• I want to understand your point of view, tell me a little more about why this area is problematic for you.
• Let's see if I understood correctly what you meant... <reiterates what was heard> Is that right?

For this last phrase, you'll be surprised at the number of times you've misunderstood something or partially incomplete. Always end with phrases like:

• How can we address this issue?
• Considering that we are responsible for the success of this initiative, I suggest we do the following... What do you think?

Finally, to truly exercise the "owner" mindset, start delegating tasks strategically. Identify the strengths of each team member and assign responsibilities that maximize their talents. I can help you with this, but inform yourself about how to use CliftonStrengths34 in teams. This not only increases efficiency but also promotes a sense of collective ownership. Moreover, practice making decisions considering the long-term impact and alignment with the objectives of the initiative, always giving voice to team members, even those who speak little. By applying these strategies, you will not only become a more effective leader but also inspire your team to rise to the same level of commitment and responsibility.

What do you think of these ideas? Share in the comments your experiences and reflections on how to take full responsibility in your initiatives. I want to hear your stories and opinions. Remember to share this article with those who can benefit from these insights.

Remember, for followers of my content on coaching of strengths, those who have the Responsibility talent theme naturally tend to act as owners. Use the tips from this article to further enhance this talent and turn it into a strong point! The initiative, the product, the project are yours; the sooner you start behaving like an owner instead of just saying "I just work here...", the sooner you'll notice the positive results of taking responsibility. Take the reins and get to work!

Lead with ownership!