Levels of Ownership
If you want an effective team, create a culture of ownership.
Ownership is different from accountability. Accountability is something a leader can demand. It’s something you can plug into a RACI matrix. It’s important—it can serve as a safeguard and a mechanism of protection within an organization. But when overused, it becomes a function of mere compliance.
“I’m going to hold you accountable for getting me the report by 5:00 p.m.”
Ownership is different. In leadership, ownership can only be taken—it can’t be assigned. You can hear it in every variation of the above example when you replace “accountable” with “own.”
“I want/need you to own getting me the report by 5:00 p.m.”
Ownership is about initiative and discretionary effort—about not waiting for others to act.
Four Levels
There are four levels:
1. I own my tasks.
I do what’s on my list, and I do it right.
This person seeks clear instructions, asks for feedback on technique, and hones personal skill. It’s foundational to higher levels of ownership.
2. I own my results.
I want to know if my work moved the needle.
This person sets personal targets, tracks outcomes, and iterates on methods to hit metrics. Thinking shifts from effort → impact.
3. I own my work’s impact on the team.
I know my work can make my teammates’ jobs easier or harder.
This person maps interdependencies, anticipates upstream/downstream effects, and coaches peers during handoffs. Trust increases, friction decreases, and everyone gets more done.
4. I own my contribution to the organization’s success.
How does our team’s work connect to the bigger mission?
This person ties daily decisions to strategy, defends the brand, and identifies systemic risk. It’s culture-sustaining and embeds change.