#26 Entitlement vs. Self-Drivenness: How Leaders Can Build a Culture of Ownership

Not long ago, a coachee of mine, let's call her Jane, found herself grappling with a perplexing issue. Jane had built a vibrant and transparent company, known for its cool culture, innovation, and the flexibility it provided its employees. Her team was composed of hardworking, self-driven individuals who thrived on the freedom to balance their professional and personal lives. Yet, during one of our coaching sessions, Jane confessed she was questioning her approach. “Did I give my people too much?” she asked, reflecting on the growing sense of entitlement she was noticing among her staff.

Jane’s dilemma reminded me of similar challenges faced at tech giants like Google. Known for their generous perks—from gourmet snacks to state-of-the-art equipment—these companies once epitomized the notion of employee-first cultures. But over time, a troubling pattern emerged. Employees began to expect more, taking these benefits for granted. To counter this entitlement, companies started to roll back perks, hide snacks, lock tech closets, and track every piece of equipment. Productivity metrics like the number of phone calls made, lines of code written, and hours logged became the focus, reintroducing the very elements of micromanagement they once sought to avoid.

The question then arises: Do we need a surveillance society for everyone to behave? Are people inherently inclined to exploit resources and perks? How do we foster a culture of respect and responsibility without resorting to micromanagement?

Understanding the Problem

Entitlement in the workplace can be insidious. It often starts small—a few extra minutes on a break, an expectation that certain perks are a right rather than a privilege. Left unchecked, it can erode the very culture of innovation and flexibility that companies like Jane’s strive to create. To address this, we need to understand the root causes:

1. Lack of Clear Expectations: When roles and responsibilities aren’t clearly defined, employees might push boundaries, leading to a sense of entitlement.
2. Inconsistent Recognition and Rewards: When employees feel that rewards are not based on merit, they may feel taken advantage of and undervalued.
3. Absence of Accountability: Without mechanisms to hold employees accountable for their actions, entitlement can flourish.
4. Absence of a Good Role Model: If leaders themselves do not exhibit the desired behavior, employees are less likely to follow suit, leading to a culture where entitlement can thrive.
5. Culture Flaws: If the organizational culture inadvertently rewards entitlement behaviors or lacks a shared sense of purpose and values, entitlement can become entrenched.

The Consequences of Micromanagement

When leaders feel compelled to micromanage due to rising entitlement, several negative outcomes often follow:

1. Resentment Builds: Employees may feel their autonomy is being undermined, leading to dissatisfaction and disengagement, along with feelings of anger and frustration.
2. Wasted Time: Micromanaging minor details detracts from focusing on strategic, high-impact activities (for both sides - micromanager and micromanagee!)
3. Stifled Innovation: A culture of micromanagement can stifle creativity and innovation, as employees may fear taking risks or suggesting new ideas. They also don't feel compelled to do so, since they know they won't be recognized for it.

Building a Culture of Ownership

To counter entitlement and foster a culture of self-drivenness and ownership, leaders should consider these strategies:

Set Clear Expectations

Define roles, responsibilities, and performance standards clearly. Communicate these expectations regularly to ensure everyone understands their duties and what is expected of them.

Promote a Culture of Accountability

Implement regular performance reviews to provide constructive feedback and set measurable goals. This helps employees understand their progress and areas for improvement, fostering a sense of responsibility.

Encourage a Growth Mindset

Foster a culture where continuous learning and improvement are valued. Highlight the importance of effort, resilience, and development over innate talent or entitlement.

Reward Merit, Not Tenure

Ensure that recognition and rewards are based on performance and contributions rather than length of service or perceived entitlements. This encourages a meritocratic culture and motivates employees to strive for excellence.

Model the Desired Behavior

As a leader, demonstrate humility, hard work, and a team-oriented attitude. Your behavior sets the tone for your team and can influence their attitudes and actions.

Foster Open Communication

Create an environment where employees feel heard and valued. Encourage them to express concerns and ideas, but also emphasize the importance of understanding and respecting organizational constraints and priorities.

Implement Fair Policies

Ensure your policies and practices are fair, transparent, and consistently applied. Avoid giving preferential treatment, as it can fuel entitlement and resentment among team members. This principle applies equally to leaders and founders. If leaders are receiving hefty bonuses while the workforce faces layoffs "to manage new economic realities," the remaining employees will feel demotivated and less inclined to fully commit to the company.

Provide Opportunities for Self-Reflection

Encourage employees to reflect on their attitudes and behaviors through coaching sessions, workshops, or self-assessment tools. Self-awareness can be a powerful catalyst for change.

Celebrate Team Achievements

Highlight the importance of teamwork and collective success. Celebrate team milestones and accomplishments to reinforce the value of collaboration and shared goals.

Concluding Thoughts

Creating a culture where employees are self-driven and take ownership requires a delicate balance. I believe that such a culture, where everyone feels valued and self-motivated, is achievable. We should avoid micromanagement, surveillance, and retaliation when dealing with entitlement. Instead, leaders like Jane must navigate these challenges thoughtfully, ensuring that the flexibility and perks provided are seen as privileges that support their team’s growth and well-being, rather than entitlements that lead to complacency. This can be achieved by revisiting the company's foundational principles and engaging in open conversations where the leaders set clear expectations, promote accountability, and reward merit while fostering an environment of transparency and mutual respect.

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