The Importance of Ownership: Empowerment for Innovation

Ownership is a crucial concept in corporate team management, particularly in the IT sector. As a team coach, I've found that ownership is often the determining factor that separates high-performance teams from the rest. This article explores the importance of ownership and suggests strategies for developing it within your organization.

Understanding ownership

Ownership goes far beyond simply taking responsibility for tasks. It's about taking ownership of projects, feeling a genuine commitment to the team's and the company's objectives. A manager or director who embodies ownership inspires his or her colleagues to do the same, creating a culture of excellence and shared responsibility.

Recently, I led a coaching session with a team of Directors from a department who were expected to work together on common issues. Their main challenge was this very collaboration. The Directors were criticizing their Middle Managers for not taking enough ownership of strategic issues, which are essential if they are to develop their skills and take on more responsibility.

Working with middle managers, I observed a lack of initiative. This was often due to a fear of doing the wrong thing, or simply out of habit. Indeed, these managers are used to being immersed in highly operational tasks, and have never been asked to participate in strategic decision-making. Even when they were asked to take simple initiatives, such as choosing their operating mode for a team workshop, they felt lost.

This behavior reflected a systemic way of operating in the department. I also observed similar behavior among the Directors. Faced with their own Manager, they found it difficult to make decisions in a more directive way, which also influenced the way they managed their teams. This observation inspired me to write this article, in which I'd like to share a few concrete tips for developing ownership within your team.

Strategies for developing ownership

1. Co-construct the strategy

Involving your team in building strategy is essential. Involve your employees in drawing up objectives and action plans. This co-construction fosters ownership of objectives and strengthens everyone's commitment.

2. Translate objectives into operational tasks

Transform annual objectives into clear operational tasks. Involve team members in determining these tasks. This makes the objectives more concrete and accessible to everyone.

3. Delegate strategic tasks

Identify low-risk strategic tasks and delegate them to your middle managers. This gradual delegation gives them responsibility while leaving them room to learn and improve.

4. Challenge constructively

Encourage your staff by constructively challenging their solutions. This enables them to think more deeply about their decisions and develop their critical faculties.

5. Listen

Be attentive to your team's proposals and allow yourself to see things from another angle. Active listening builds trust and commitment.

Conclusion

Developing ownership within your team is an ongoing process that requires patience and commitment. By involving your staff in the strategy, gradually delegating strategic tasks and listening carefully, you can transform your team into a group of autonomous, responsible professionals. This evolution is essential to enable your Middle Managers to grow in competence and contribute effectively to your department's strategic objectives. Over time, you'll see your managers gain in confidence and competence, which will benefit the whole organization.