Manager's Tips and Tools

by Manager Development Services

Tool #90) Putting together a staff that has “ownership”



Of their Position:

When an individual has ownership of his or her position, they remain vigilant in their concern of the health of the business.  They remain aware and interactive in monitoring the “pulse” of the business.  They are quick to alert others of problems and are creative in problem-solving suggestions.  In short, they become proactive and have a vested interest in the success of the business.

As manager, I must instill “ownership” in each and every one of my employees.  By letting them know how important their position is and how the entire department’s level of success is influenced by their effectivity; I validate their importance and the need they serve for the rest of the department.

In order to nurture them in keeping ownership, I must include them in all decisions concerning their position.  I must also solicit input on all other areas that influence their position.  I find it easier to be respectful of their position as being theirs if I equate it with say – their “violin.”  If I wanted to do something with their “violin” or change it or use it, I would first ask for their input and then for permission.

By giving an employee “ownership” of his or her position, each becomes an indispensable component of Process.

Of the “Business Plan:”

Acquiring ownership of the Business Plan necessitates the individual participating in the development of the plan.  Getting and giving input, being open to feedback, agreeing on goals and setting vision, inspires responsibility and accountability.  It’s much more difficult to find fault and blame with my own plan than it is with another’s.

When I take responsibility for creating something it becomes, at least partly, mine.  I am more inclined to respect it, nurture it, take pride in it, and diligently pursue its completion.  When I find fault or problems, I am more inclined to be creative and cooperative with those I need help from.

I have an annual “Business Plan” meeting in which we dissect the plan of the previous year and critique what worked and what didn’t.  Then I let staff create the plan for the upcoming year themselves.  Basically, I only facilitate to make sure everyone is heard and considered.  If the vision appears to settle (if it appears goals and standards are being set too low) I make suggestions and ask questions based on the pervious year’s performance, in a way which implies they may be short changing themselves.  If it appears goals and standards are being set too high, I make suggestions and ask questions that lead them to consider more realistic expectations.

Bottom Line: Staff creates the plan they are going to work and live by for the next year – it’s their plan – they own it and they must take responsibility for it.

– excerpt from “The Manager’s Toolbox”

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March 2, 2011 - Posted by | Counseling Techniques, Employee Coaching, Leadership Skills, Manager Development Tools, Mentoring, Personal Development | , , , , , , , , , , , , , ,

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