Ownership is at the core of the CrossGroup leadership model. Why? Without ownership, we tend to think and behave like victims. We forget that we have choices. We blame and complain. When we think and behave like owners, we remember our power to make choices and take action. As owners, we can grow, empower others, and impact our organizations.
Victim thinking is a prevalent mindset in which grievances and disappointment become our default response. We want others to solve our problems while we blame, complain, and offer excuses. We look for others – leaders, colleagues, and maybe even direct reports, to solve issues instead of rolling up our sleeves, choosing ownership, and then taking action.We can take incremental steps to move to ownership. In The Oz Principle, Connors, Smith and Hickman share an Accountability Ladder that we can use to measure where we are on a continuum of 8 steps from victim to owner. The ladder is typically divided two sections: Above the Line (where accountability begins) and Below the Line (where a lack of accountability is present). We’ve modified the original ladder to reflect CrossGroup’s emphasis on ownership.
So, where are you on the ladder? Our words always give us away. Listen carefully to your words and use them to identify the rung of the ladder that’s your default position. Then ask yourself, what behaviors do I need to modify to choose ownership?
How can I use this?
- Leadership Development: Leaders who are self-aware and other-aware tend to develop themselves and those around them. As they operate above the line, they naturally inspire team members and peers to do the same. By fostering a culture of ownership, leaders can encourage employees to proactively solve problems and take responsibility for outcomes.
- Performance Management: The ladder can be used as a diagnostic tool in performance reviews or coaching sessions to help individuals understand how their mindset is impacting their results. It offers alternative ways of thinking and behaving.
- Team Dynamics: Teams that collectively operate above the line tend to have better collaboration, innovation, and problem-solving abilities. Ownership also reduces toxic behaviors like finger-pointing and excuse-making.
- Cultural Change: Organizations trying to shift from a blame-oriented, low-accountability culture to a high-performance culture can use this framework as a way to educate employees and leaders about the behaviors needed for improvement.
Why does it matter?
- Improved Results: Individuals and teams who take ownership are more likely to achieve their goals. Even their process of goal development will be enhanced.
- Empowerment: The Ownership Ladder encourages people to see themselves as empowered agents of change, rather than as victims of circumstance.
- Leadership: It helps create leaders who inspire accountability in others.
- Better Problem-Solving Skills: Encouraging a solutions-focused mindset leads to more proactive decisions, collaborative commitment and team problem-solving.
The Ownership Ladder serves as a reminder that the choices we make—whether to blame others or to take ownership—shape both our personal success and the success of those around us.
Connors, Roger, et al. The Oz Principle: Getting Results Through Individual and Organizational Accountability. Portfolio, 2004.
