How Language Shapes A Culture of Accountability
From Excuses To Excellence
The concept of Extreme Ownership, popularized by retired Navy SEALs Jocko Willink and Leif Babin, has become a cornerstone for effective leadership in our company. This philosophy emphasizes taking full responsibility for everything in our work environment. In our experience, one of the critical aspects of implementing Extreme Ownership is the use of language. The words we choose can significantly impact how responsibility is perceived and accepted within a team. In this article I’m sharing why adopting ownership language is essential and how it can transform your business practices.
The Impact of Language on Responsibility
Language shapes our thoughts and actions. In a business setting, the way we communicate responsibility can either build a culture of accountability or one of blame. For example, consider the statement, “I couldn’t finish this job in time because I was waiting for Adam.” This sentence deflects responsibility onto someone else. Instead, an ownership-focused approach would be, “Next time, I will make sure to manage all aspects to be on time.” This shift in language reflects a proactive mindset, emphasizing what you will do differently to ensure success in the future.
The Role of Business Leaders
As business leaders, our language sets the tone for the entire organization. It’s crucial to model ownership language in all communications, whether you’re addressing a small team or the entire company. By consistently using language that takes responsibility, you encourage your employees to do the same. For example, instead of saying, “I’m sorry you feel that way,” say, “I’m sorry I made you feel that way.” The first words imply that the other person’s feelings are their problem, while the latter acknowledges your role in causing those feelings.
Some Practical Examples of Ownership Language
Imagine a situation where a project deadline is missed. The typical response might be, “We missed the deadline because the client didn’t provide the necessary information on time.” This statement deflects blame onto the client. An ownership-oriented response would be, “We missed the deadline, and next time, I will ensure we have all necessary information well in advance.” This approach acknowledges the issue and outlines a plan to prevent it from happening again.
When addressing team performance, it’s easy to fall into the trap of blame. For instance, “The team’s performance dropped because they didn’t understand the new system.” Instead, take ownership by saying, “I didn’t provide adequate support on working with the new system, and I will ensure more comprehensive coaching sessions in the future.” This response shows that you recognize your role in the problem and are committed to improving the situation.
When mistakes happen, openly acknowledge them and immediately propose a solution or corrective action. This shows that you are not only being transparent and aware of the issue but also proactive in resolving it. So instead of: “The report was incorrect because the data team made a mistake.” say: “I overlooked the error in the report. Next time, I will double-check the data before submission and work with the data team to implement a verification step.”
Identify areas where processes can be improved and take the initiative to suggest and implement changes. This demonstrates foresight and a commitment to continuous improvement. Instead of: “The system is outdated and causes delays.” you say: “I’ve noticed our current system is causing delays. I will research updated systems and propose a plan to streamline our process.”
Even when working in a team, as a leader you have to take ownership of the overall outcome. If something goes wrong, focus on what you could have done to guide the team better and how you will support them moving forward. Replace “The project failed because different team members didn’t complete their tasks.” for “As the project lead, I didn’t ensure all tasks were properly aligned. Moving forward, I will implement more regular check-ins and provide additional support to team members.”
Proactive Communication: Instead of: “I didn’t know this was a priority.”, say “I should have clarified the priorities earlier. Next time, I will ensure to confirm the key tasks at the start.”
Customer Relations: Instead of: “The client is unhappy because they had unrealistic expectations.” we say: “I didn’t manage the client’s expectations effectively. I will communicate more clearly and set realistic milestones in future projects.”
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Team Dynamics: Instead of: “The meeting was unproductive because people were unprepared.”, you could say “I didn’t provide clear objectives and expectations for the meeting. I will send out a detailed agenda and preparation guidelines beforehand next time.”
What are the Benefits of Speaking With Ownership Language?
Using ownership language helps build trust within your team. When employees see that their leader takes responsibility, they feel more secure and respected. This trust fosters a more collaborative and supportive work environment, where team members are more likely to take initiative and contribute to the company’s success.
When leaders consistently use ownership language, it encourages employees to do the same. This culture of accountability leads to improved performance and problem-solving. Employees who take responsibility for their actions are more likely to learn from their mistakes and strive for continuous improvement.
Ownership language shifts the focus from blame to solutions. Instead of dwelling on who caused a problem, the emphasis is on how to fix it and prevent it from happening again. This proactive mindset is crucial for innovation and growth in any business.
How To Start Implementing Ownership Language in Your Business?
Start by incorporating ownership language into your training and development exercises and programs. Educate your team about the importance of taking responsibility and how it can positively impact their work. Use role-playing exercises to practice reframing common deflective statements into ownership statements.
Provide regular feedback to your team, highlighting examples of good ownership language and areas for improvement. Encourage open discussions about mistakes and how they can be addressed collectively. This practice not only reinforces the importance of accountability but also promotes a culture of continuous learning.
As a leader, it’s essential to model ownership language in all your interactions. Whether you’re conducting meetings, sending emails, or having one-on-one conversations, ensure that your language reflects a commitment to responsibility. Over time, your team will mirror this behavior, creating a more accountable and high-performing organization.
Conclusion
Extreme Ownership is more than just a leadership philosophy; it’s a way of thinking and communicating that can transform your business. By being mindful of the language you use, you can foster a culture of accountability and continuous improvement. Remember, every time you take responsibility and use ownership language, you set a powerful example for your team. The shift from blame to accountability starts with you, and its impact can be profound, leading to a more cohesive, motivated, and successful organization.
You got this!