There is a huge difference between an employee who ends tasks and one fully taken ownership of their work. One is engaged, and the other is invested. An engaged employee meets the expectations, follows the instructions and meets the work. An invested employee looks beyond the task, asks why it matters and requires ways to improve the results.

When I founded BUTTERFLY In 2014, I soon realized that the challenge is not making the employees do their jobs; Are making them take care of the results as much as you are. You can set responsibilities, set deadlines and track performance, but current ownership cannot be owed. Must be cultivated.

Teams with investment employees perform better, cooperate more effectively and promote real business growth. When employees take ownership, they stop working only for a wage check and start working on purpose. Ownership is not just something with which some high achievers were born; Something something that every manager can deliberately build on their team culture. Let's ruin how to make that change happen.

Connected: 4 ways of creating a culture of ownership

Why do the employees do not take ownership (and how to change it)

If you want employees to take ownership, you need to understand why they are not doing it already. Most of the time, it is not a lack of motivation; Something in the workplace culture prevents it.

1. Lack of clarity = lack of ownership

No one can take ownership of something that is not clearly defined. If employees do not fully understand their roles, responsibilities or how success they are measured, they will hesitate initiAtivE. Instead of growing up, they will wait for the direction.

Adjust it:

• Determine roles, responsibilities and goals accurately.

• Make sure every employee knows what is expected of them and how their contributions fit the most look.

• Clear Kpi This measure of success beyond simply “doing work”.

• Set ownership at the beginning of a project. Who is responsible for what, and how will progress be traced?

2. No place for decision making

If employees think their contribution does not matter, they will not exceed the minimum requirements. Ownership is about a speech the way it is done.

Adjust it:

• Give employees autonomy to make significant decisions.

• Instead of dictating every step, allow team members to have a voice in the processes affecting them.

• Ask their thoughts, “How do you think we should approach that?”

• Give them the freedom to prove their solutions.

3. Fear of failure kills initiative

If employees fear that mistakes will be punished, they will play it safe. No one takes ownership of something when they think a mistake can damage their reputation or career. Fear suppresses the initiative.

Adjust it:

• Normalize failure as part of the growth process.

• Shifts the mentality from “failure is bad” to ”Failure is data“

• When something doesn't go as planned, ask, “Can we learn from this?”

• Encourage the problem solving for guilt. Help employees solve problems and improve instead of closing them.

Connected: This 20-minute weekly exercise will promote purpose and ownership in your workplace

Strategy to foster ownership in your team

If you want employees to take ownership, you should allow them to do so. Ownership does not occur by accident; is built through a culture that encourages initiative, rewards LIABILITY and gives people autonomy to take over.

1. Include employees in setting goals

People are more committed to the goals they help create. If the goals are dictated from the top down, the employees may be in line, but they will not feel personally invested.

Switch from setting goals for your team to set them up with your team:

• Instead of submitting quarterly, you hold a strategy session where employees set their main objectives.

• Ask, “Which do you think is a realistic but ambitious purpose?” and “what do you have to succeed?”

• Instruct the conversation, but let the employees determine their metric success.

2. Give employees a speech on how the work is done

Micromanization It is the fastest way to kill ownership. If employees feel like they do not have control over their work, they will stop taking initiative and waiting for instructions.

Transition from managing tasks to management of results:

• Instead of describing every detail on how to execute a project, clearly define the desired result and let the employees understand the best way to achieve it.

• Ask: “Casurse what approach do you think would work better?” and empower them to try their ideas.

• Be available for support, but do not get inside unless they need guidance.

3. Keep people in charge

Ownership blooms in environments where accountability is clear but supportive. If responsibility only occurs when something goes wrong, employees will avoid responsibility than to embrace it.

Implementation of weekly controls focused on progress and solutions:

• Replace “Why hasn't this been done yet?” With “What road barriers are they slowing you?”

• do CHECKS cooperative. Focus on solving problems and strategy adjustments rather than just status updates.

• Encourage employees to reflect on their progress: “What is working well? What would you change next time?”

4. Recognize and reward ownership

People repeat what is known. If you only reward the hit targets, employees will focus on numbers. If you also reward the initiative and accountability, employees will assume more ownership.

Publicly emphasize employees showing ownership, not just those who hit goals:

• Call employees to team meetings that proactively solved a problem or took a project initiative.

• Send a quick cry or an email call to accept when someone demonstrates ownership.

• Reward behaviors, not just the results: “I appreciate how you took the direction for this; it made a great influence.”

Connected: 4 Methods of Leadership for Employee Empowerment and Construction of Strong Teams

Making employees to obtain ownership is not about searching for more; It is about giving them confidence, clarity and autonomy to fully engage. When employees feel empowered To make decisions, take the initiative and see their impact, they stop working to control the boxes and start working on purpose. They do not wait for direction; They grow, problem solving and steering results.