Business owners often say they want employees to take more ownership of their work — to clearly see organizational needs and act to meet them. In short, they want employees to think like owners.
If that’s the goal, the culture must support it. Two key factors shape an ownership culture: empowerment and accountability.
As Howard Schultz once said, “People want guidance, not rhetoric. They need to know what the plan of action is and how it will be implemented. They want to be given responsibility to help solve the problem and the authority to act on it.”
Shifting mindsets begins with empowerment.
Thinking like an owner requires the freedom to make decisions and take action without constant oversight. Employees cannot act like owners if they are micromanaged at every turn. Over time, micromanagement erodes engagement and drives people away.
Employee empowerment means providing clear production goals and managerial guidelines, then allowing individuals to make day-to-day decisions within that framework.
Leaders define the desired outcomes and the guardrails. After that, employees should be trusted to apply their judgment, creativity, and initiative. Given clarity and autonomy, people often exceed expectations.
Consider how Zappos approaches empowerment in its call centers. Rather than placing employees on phones with minimal preparation, the company invests in extensive training to immerse them in its values and culture. By the time employees begin serving customers, they understand the company’s principles and feel connected to its mission.
As a result, call-center representatives do not rely on rigid scripts. They are encouraged to respond authentically and creatively. Stories abound of representatives going to extraordinary lengths to serve customers — including purchasing items from competitors or overnighting products at no charge.
These examples illustrate what empowered employees can accomplish, not only for customers but also for overall engagement and morale.
Empowerment alone is not enough. Ownership also requires healthy accountability.
Accountability matters because the work matters. Colleagues should hold one another accountable, and individuals should welcome accountability in return.
Leaders value team members who embrace accountability because it signals commitment to results. It also requires setting ego aside and prioritizing team goals over personal comfort. Allowing others to ask about progress — especially when progress is slow — can be uncomfortable, but it dramatically increases the likelihood of success.
Research from the American Society of Training and Development found that committing to a goal with another person increases the likelihood of completion to 65%. Adding a specific accountability appointment raises the probability to as high as 95%.
In other words, when someone gives another person permission to check in on progress, goals are far more likely to be achieved.
Creating a culture of healthy accountability makes those outcomes possible.
Accountability can be difficult because workplaces are filled with people — and people have feelings.
To practice accountability effectively, personality must be separated from performance. Individuals should feel supported as people, even when their performance is being challenged.
The process starts with setting clear goals and benchmarks. Next comes equipping and empowering people with the tools and confidence to achieve those goals. Only then should accountability conversations take place.
When accountability is absent, it’s worth asking whether expectations have truly been clarified and whether adequate support has been provided.
An ownership mentality can begin at any time. Building it requires intention and structure.
Three practical steps help establish accountability:
Accountability starts with personal responsibility. This includes owning results, demonstrating strong work ethic, and avoiding a victim mindset that blames circumstances or others.
Helpful reflection questions include:
Once accountability is modeled, it can be expected from others.
Team members can be invited to hold one another accountable for measurable outcomes. Leaders should set clear standards, explain why those goals matter, and involve the team in defining them. When expectations are clearly established, ignoring them becomes difficult.
Questions to consider:
Accountability thrives on structure. Regular meetings focused on measurable outcomes help teams track progress and identify obstacles. Reviewing scorecards, metrics, and goals in a consistent rhythm creates clarity and momentum.
When employees are empowered to act and supported by a culture of healthy accountability, they begin to think and behave like owners. And that shift can transform performance across the organization.
Latest in
Learn how manufacturing leaders can guide teams through organizational change, reduce employee stress, and maintain engagement during process, technology, and structural shifts.
Learn how manufacturers can future-proof their workforce with upskilling, cross-training, and strategic staffing to stay competitive in a rapidly changing industry.
Learn how strategic manufacturing staffing drives innovation by providing skilled talent, flexible workforce solutions, and support for emerging technologies.