¿Qué medidas puedes tomar para animar a tu equipo a que se apropie de su trabajo?

Ownership goes hand-in-hand with accountability, which is fostered through micromanagement avoidance. When working with new teams, leaders tend to set expectations by monitoring each step of the process with unrealistic expectations that this approach will lead them to manage each part of the organisation. Although monitoring systems should be in place to support the work of colleagues and the growth of a thriving team, ownership and accountability go beyond that. Creating new leaders within an organisation allows people to take calculated risks and dare to approach different solutions for different problems. Allow people to engage critically with aspects of your institution so that you create a self-sustaining environment.

Ownership needs to be given - one can only take ownership of something that is genuinely ‘given’ to them. Once ownership is given, responsibility can then be ‘taken’. The issue here is that leaders / managers sometimes expect colleagues to take ownership of tasks and projects when they haven’t given it to them in the first place. The exchange needs to be explicit and authentic for the process to work.

Ownership also allows for team members to be heard. When you want to implement change without team ownership it will be close to impossible with many hurdles to overcome. This will also avoid the so “ this is not my problem “, “someone else will do it”, or the passive participation where team members are going through the motions but have no real buy in .

A team that is trusted and valued will take ownership of their work, want to be involved and want to achieve. A team that is micromanaged will never be able to take ownership. It is about giving autonomy whilst also offering support.

Lead by example Involve closely with the team Speak with all team members with empathy Once the result is declared , throw a party, announce the names of your team ,make them feel proud of their achievements. This will certainly make them confident and they may easily move forward for another stint in their works, and will also place the ownership skill among themselves.

Expectations should not be set in silos. Team members should be clear on what is expected of them as much as the organization is on what they want. It shouldn't be a rigid process as well, there should be room for adjustments when and where necessary.

Strengths should be leveraged when delegating. Teams will be more proactive and effective when they know what to do and how to do it. Tools needed for work should also be readily available, so as to enhance productivity.

Savoir compter sur les autres, oui mais il faut donner les moyens à la personne à qui l’on demande de l’aide d’accomplir sa tâche. La matrice de délégation est un outil permettant d'identifier les conditions de la délégation. Il faut que le collaborateur ait la compétence pour faire ce que le manager attend de lui ; il faut aussi qu'il en ait envie. Voici les clefs d’une délégation efficace: Briefer la personne sur le contexte général/Présenter l’objectif SMART confié à la personne/Reconnaître et mettre en valeur les résultats/Culture du feedback Vous l'avez bien compris, déléguer est un investissement !

As a team leader, I've found that fostering ownership begins with clear communication and setting high standards. I strive to create an environment where individuals feel empowered to make decisions and take responsibility for their tasks. Through regular feedback sessions, I encourage autonomy while providing support when needed. Celebrating achievements and acknowledging contributions reinforces the sense of ownership within the team. By leading by example and demonstrating accountability in my own work, I inspire others to do the same, fostering a culture of ownership that drives success and growth.