Ownership

When I was a kid, my father used to tell me stories. Some of these stick with me to this day. Here’s the one that I was reminded of recently:

A brahmin (hindu priest)’s son completes his education with the best credentials. Pleased with his son’s performance, the brahmin decides to find a new career for him. He goes up to the king, and tells him how his son would make a great administrator & that the king should appoint his son to run part of the kingdom.?

The king decides to take a chance. He gives the brahmin’s son a letter declaring him the lord of a small province of his vast kingdom; giving him rights to run the provincial army and fortress, collect taxes from the populace, run treasury and local government, ensure good public services & dispense justice.?

Brahmin and his son thank the king for the opportunity. They start their journey to their new home. But they don’t get too far. They return and ask the king: “Well, we are glad to have this province to run, but can you tell us how we would get our monthly quota of food for our own family?”

The king realizes his mistake and takes the charter back. You can give people the right to rule. You can’t turn them into rulers.?

In the modern world of high tech business; this translates to: You can give people teams, resources, responsibilities, titles; but you can’t turn them into owners.

The story had an indelible impression on me. But I disagree with the fundamental premise. My theory is that you can teach ownership on the job.?Here's how:

(1). BeAnOwner - this one’s simple.You have to be an owner yourself before you can hire one or turn anyone into one.?

(2). Define the charter - Make clear as to what someone owns. Set goals, set clear scope, set priorities if needed.

(3). Set a good example - Show how good ownership looks like. Roll up sleeves when the situation demands. Demonstrate everyday ownership.

(4). Recognize and reward ownership behaviors - Celebrate initiative, celebrate creativity and problem solving, celebrate well-run process, celebrate small (and big) wins

(5). Ask good questions - when someone brings a problem and no solution, ask them good questions, be a sounding board and help them think through the problem

Owners don’t define or limit their own place in the world by what someone told them their job is, or by their own limits of skills, knowledge, relationships. They don’t make excuses. They do what it takes. They jump barriers & break walls. They self-govern. They don’t have to be told what to do every step of the way. They have a drive for progress. They don’t just bring problems. They bring solutions. They own outcomes (and process). They own success (and failure). The buck stops with them.

All companies are run by owners (and it’s not just the CEO or the e-staff). All good companies have many more owners and ideally a sense of ownership among all employees.?

I’m inspired when I see owners in action I think it’s possible to build a team full of owners. It takes work and it’s difficult but totally possible.