Amidst an incredibly stressful event, a leader of mine said, “If you’re going to own it, fucking own it.”
“Said” is kind of putting it lightly.
Everyone nodded like that was a plan and they better get their asses into gear. Another broke down in tears.
But “own it” is not a plan. It’s a vibe. And vibes are great for playlists, terrible for execution.
The frustrating thing about owning something is that it’s wildly subjective.
To one leader, ownership means “run the meetings.” To another, it means “anticipate risks, align stakeholders, ship results, and read my mind.” Same words. Different religion. If you do not define it, you are not delegating. You are gambling.
Leaders: if you want ownership, stop handing out fog.
Hand out a container instead.
Here’s what “own it” should include, out loud, in plain language:
- Outcome: What does success look like, specifically? What changes in the world?
- Scope: What is in bounds, what is out of bounds, and what are the edge cases?
- Authority: What decisions can they make without asking? What decisions require a check in?
- Resources: Time, budget, tools, people. What is actually available?
- Stakeholders: Who needs to be informed, consulted, or won over?
- Cadence: How often do you want updates and in what format?
- Quality bar: What is “good enough” vs “exceptional” vs “not acceptable”?
And for the person being told to “own it,” here are the questions that turn fog into traction:
- “What does done look like to you?”
- “What are the top two risks you’re worried about?”
- “What decisions do you want me to make solo?”
- “What should I never surprise you with?”
- “If we’re off track, how will we know early?”
and my favorite…
6. If shit hits the fan, do you have my back?
Ownership isn’t a personality trait. It’s a contract.
Write it down. Say it twice. Then let people actually own something real.
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