Printer Friendly

Four factors for getting others to take ownership.

Creating work environments where individuals assume ownership of their actions, tasks and the organization's reputation comes down to a simple sequence of interlinked actions. In working with profit and not-for-profit sector organizations over the past decade, a clear model has risen that differentiates the winners from the losers.

Winning organizations and individuals assume ownership and do not engage in the excuse game for not attaining performance expectations. How telco management goes about assuming ownership and creating a climate in which employees assume ownership of their jobs, responsibilities and the organization overall can be achieved by first understanding how victory, motivation, passion and ownership are interlinked. Once management has a solid understanding of these factors, it can focus on where the company's energies must be directed.

So, the burning question in most leaders' minds is, "How does one go about getting others to assume a higher level of ownership?" What has been determined is this:

1. When employees have a solid understanding of the depth of their skill abilities (e.g. formal and informal education, technical and nontechnical training, certification and appropriate work credentials, accolade experiences, etc.), and they can draw upon them and apply them appropriately, they will experience success in accomplishment or a self-victory. When a person experiences a victory, his self esteem will go up.

2. When employees are victorious, they become significantly more motivated about applying themselves, assume more responsibility and become more excited about participating.

3. Once employees are motivated by on-the-job victories and successes, they become significantly more passionate about life and the endeavors they undertake.

4. At this point, management should encourage employees to take ownership of those things and recognize people who are passionate about their jobs.

5. To get people to take more ownership, management must set them up for victory.

This model was developed by conducting a reverse analysis of some of the most successful organizations in the country, such as SouthWest Airlines, Harley-Davidson, ARMY National Guard and Clear Channel Communications. Leaders who create a climate in which the four crucial elements thrive--victory, motivation, passion and ownership--also will see their businesses thrive.

Jeffrey Magee has been called one of the leading leadership and marketing strategists today. He is a writer, publisher of PERFORMANCE Magazine and author of more than 20 books. For more information about Magee, visit www.JeffreyMagee.com.

By Jeffrey Magee Ph.D., Leadership Trainer and Coach
COPYRIGHT 2007 National Telephone Cooperative Association
No portion of this article can be reproduced without the express written permission from the copyright holder.
Copyright 2007 Gale, Cengage Learning. All rights reserved.

 
Article Details
Printer friendly Cite/link Email Feedback
Author:Magee, Jeffrey
Publication:The Exchange
Date:Aug 1, 2007
Words:398
Previous Article:Chariton Valley Telephone: reaching tomorrow's customers today.
Next Article:Harnessing creative power for marketing.


Related Articles
The story behind the numbers: ethnicity plays little role in home computer purchasing.
NEW(S) MEDIA FCC studies bring mixed results on cross-ownership.
Add a new owner to your firm: here are sensible ideas for buying or selling ownership interest in a CPA practice.
Recognizing the real cost of equipment ownership: a new model for comparing inline aqueous cleaning systems has yielded annual six-figure savings.
The all-in-one solution: a large-scale healthcare provider chooses one manufacturer to fulfill all of its IT needs.

Terms of use | Privacy policy | Copyright © 2018 Farlex, Inc. | Feedback | For webmasters