"Have you noticed how managers are not aligned with their employees on perceiving work? It's mainly because the organization's goals do not align with the employees' goals.\nCEOs and executives can help their employees get on the same page by fostering a culture of ownership and accountability. Allowing your remote developers to take ownership of their own work will instill a sense of pride, purpose, and autonomy in them.\nEven if you're leading a team of remote software developers and engineers, it's even more critical to instill this culture. The software, unlike manufacturing, has a creative component to it.\nTherefore, executives, CEOs, and managers must empower their teams of remote developers to take responsibility for not just the product they're creating but for the initiatives they need to take to meet their maximum potential.\nhttps://twitter.com/OpenSpaceUganda/status/1541692886286213122\nWe've put together a few ideas to help your employees take ownership of their work and be their best professional selves.\nStart by Clearly Defining the 'Why'\nDon't assume that everyone on your team knows where they are headed. According to Mercer, employees are three times more likely to work for a company that has a strong sense of purpose. It's almost impossible for remote workers to Take Ownership of their work without knowing 'why' they're doing it in the first place.\n\"Start with why\" is also the title of a famous book by Simon Sinek, written especially for entrepreneurs, leaders, and managers. In that book, he says:\n\"People don't buy what you do, they buy why you do it\".\nWhen your purpose is unclear to your employees, they will begin to believe whatever they want to believe—communicating you are why with your engineers and developers will help them stay intrinsically motivated throughout because they will know they are part of something bigger.\nFurthermore, remote workers want to know that their work is meaningful or that they are making a positive contribution to society as a whole. Defining the 'why' will instill a sense of ownership and personal responsibility in your workforce while also creating an engaging work culture.\nSome of the tactics that leaders can adopt to establish the \"why\" factor are:\n● Sharing a clear road map with long-term and short-term goals\n● Laser-focused approach to the bigger picture\n● Frequently communicating the company's vision\n● Sharing the impacts of the products and services\n● Letting employees know that they are valued\nDon't Confuse Micromanagement with Leadership\nThere's a fine line between micromanagement and leadership that can sometimes be blurred. Understanding the subtle differences between the two will encourage innovative and high-quality outcomes in a team.\n\nhttps://twitter.com/work_matters/status/1541583298551373829\n\nA reasonable way to know whether you're a leader or a micromanager is to look out for the following signs.\n● A leader trusts and empowers his people to do their job to the best of their potential. In contrast, micromanagers are control freaks who exercise power for the sake of it.\n● An effective leader teaches his people to fix problems rather than solve them himself. On the other hand, Micromanagers are know-it-alls who think they must do it all themselves.\n● Leadership is about influencing, teaching, and training, while micromanagement is about forcing people to perform in a certain way.\nPeter Drucker, also known as 'the inventor of modern management argues;\n\"Management is doing things right; leadership is doing the right thing.\"\nResist the urge to step in every time there's a problem. Remote developers, if micromanaged, will end up undermining their genius. They will doubt whether they have what it takes to do the job. Rushing your direct reports to produce the results will not only harm the creativity of the developers but will also prove detrimental to the company in the long run.\nYour remote team needs an effective leader instead of a micromanager. A leader they can turn to for inspiration. Someone who trusts in their ability to innovate and believes in their potential. Only then will they willingly take Ownership of their work.\nCreate a Sense of Belonging for Your Team\nHumans naturally perform better when they feel like they belong, even more so at work. As a leader, creating a sense of belonging within your remote or in-house team of engineers and developers can go a long way toward developing Ownership. It helps employees identify at a deeper level with their work.\nBut the question is, how can you achieve that? Encouraging your employees to explain the needs they feel are not being met is one way to create a sense of belonging. Every person has different circumstances, which is why taking time to understand how to make the work experience as comfortable as possible for your employees can improve ownership outcomes.\nDevelop a System of accountability\nCreating a culture of ownership is dependent on a comprehensive system of accountability. Ownership and accountability are interlinked qualities that allow every team member to own their roles and promises genuinely, and then follow through. Establishing such a system will ensure a high-performing and strong remote team that doesn't shy away from taking responsibility.\nAccountability always starts at the top. CEOs and Executives have to lead by example because they are setting a standard of expectations. They have to be accountable for their words as well as actions.\nAs per Jim Clifton and Jim Harter;\n\"Leaders need to be the first to model these demands because their behavior dictates what employees interpret as a real expectation.\"\nMoreover, accountability for its own sake can yield negative results. To fully capitalize on accountability, there needs to be a certain level of freedom present. If you let your remote workforce feel a sense of responsibility and give them the freedom to express themselves creatively, accountability and Ownership will follow.\nFinal Word\n\nhttps://twitter.com/CoachJonBeck/status/1495456698340888586\nAlthough it's complicated to get your remote team that is spread globally to take Ownership, it's not impossible. Incorporating the practices mentioned above in your organization can help increase the efficiency of your workforce. Make sure your employees know 'why' their work is essential to the company and the clients. Avoid micromanaging as it discourages Ownership. Lastly, build a system of accountability where everyone takes responsibility, from the CEO to the developer."

Have you noticed how managers are not aligned with their employees on perceiving work? It's mainly because the organization's goals do not align with the employees' goals.

CEOs and executives can help their employees get on the same page by fostering a culture of ownership and accountability. Allowing your remote developers to take ownership of their own work will instill a sense of pride, purpose, and autonomy in them.

Even if you're leading a team of remote software developers and engineers, it's even more critical to instill this culture. The software, unlike manufacturing, has a creative component to it.

Therefore, executives, CEOs, and managers must empower their teams of remote developers to take responsibility for not just the product they're creating but for the initiatives they need to take to meet their maximum potential.

https://twitter.com/OpenSpaceUganda/status/1541692886286213122

We've put together a few ideas to help your employees take ownership of their work and be their best professional selves.

Don't assume that everyone on your team knows where they are headed. According to Mercer, employees are three times more likely to work for a company that has a strong sense of purpose. It's almost impossible for remote workers to Take Ownership of their work without knowing 'why' they're doing it in the first place.

"Start with why" is also the title of a famous book by Simon Sinek, written especially for entrepreneurs, leaders, and managers. In that book, he says:

"People don't buy what you do, they buy why you do it".

When your purpose is unclear to your employees, they will begin to believe whatever they want to believe—communicating you are why with your engineers and developers will help them stay intrinsically motivated throughout because they will know they are part of something bigger.

Furthermore, remote workers want to know that their work is meaningful or that they are making a positive contribution to society as a whole. Defining the 'why' will instill a sense of ownership and personal responsibility in your workforce while also creating an engaging work culture.

Some of the tactics that leaders can adopt to establish the "why" factor are:

● Sharing a clear road map with long-term and short-term goals

● Laser-focused approach to the bigger picture

● Frequently communicating the company's vision

● Sharing the impacts of the products and services

● Letting employees know that they are valued

Don't Confuse Micromanagement with Leadership

There's a fine line between micromanagement and leadership that can sometimes be blurred. Understanding the subtle differences between the two will encourage innovative and high-quality outcomes in a team.

https://twitter.com/work_matters/status/1541583298551373829

A reasonable way to know whether you're a leader or a micromanager is to look out for the following signs.

● A leader trusts and empowers his people to do their job to the best of their potential. In contrast, micromanagers are control freaks who exercise power for the sake of it.

● An effective leader teaches his people to fix problems rather than solve them himself. On the other hand, Micromanagers are know-it-alls who think they must do it all themselves.

● Leadership is about influencing, teaching, and training, while micromanagement is about forcing people to perform in a certain way.

Peter Drucker, also known as 'the inventor of modern management argues;

"Management is doing things right; leadership is doing the right thing."

Resist the urge to step in every time there's a problem. Remote developers, if micromanaged, will end up undermining their genius. They will doubt whether they have what it takes to do the job. Rushing your direct reports to produce the results will not only harm the creativity of the developers but will also prove detrimental to the company in the long run.

Your remote team needs an effective leader instead of a micromanager. A leader they can turn to for inspiration. Someone who trusts in their ability to innovate and believes in their potential. Only then will they willingly take Ownership of their work.

Create a Sense of Belonging for Your Team

Humans naturally perform better when they feel like they belong, even more so at work. As a leader, creating a sense of belonging within your remote or in-house team of engineers and developers can go a long way toward developing Ownership. It helps employees identify at a deeper level with their work.

But the question is, how can you achieve that? Encouraging your employees to explain the needs they feel are not being met is one way to create a sense of belonging. Every person has different circumstances, which is why taking time to understand how to make the work experience as comfortable as possible for your employees can improve ownership outcomes.

Creating a culture of ownership is dependent on a comprehensive system of accountability. Ownership and accountability are interlinked qualities that allow every team member to own their roles and promises genuinely, and then follow through. Establishing such a system will ensure a high-performing and strong remote team that doesn't shy away from taking responsibility.

Accountability always starts at the top. CEOs and Executives have to lead by example because they are setting a standard of expectations. They have to be accountable for their words as well as actions.

"Leaders need to be the first to model these demands because their behavior dictates what employees interpret as a real expectation."

Moreover, accountability for its own sake can yield negative results. To fully capitalize on accountability, there needs to be a certain level of freedom present. If you let your remote workforce feel a sense of responsibility and give them the freedom to express themselves creatively, accountability and Ownership will follow.

https://twitter.com/CoachJonBeck/status/1495456698340888586

Although it's complicated to get your remote team that is spread globally to take Ownership, it's not impossible. Incorporating the practices mentioned above in your organization can help increase the efficiency of your workforce. Make sure your employees know 'why' their work is essential to the company and the clients. Avoid micromanaging as it discourages Ownership. Lastly, build a system of accountability where everyone takes responsibility, from the CEO to the developer.

How To Get Your Team To Take Ownership

Have you noticed how managers are not aligned with their employees on perceiving work? It's mainly because the organization's goals do not align with the employees' goals.
CEOs and executives can help their employees get on the same page by fostering a culture of ownership and accountability. Allowing your remote developers to take ownership of their own work will instill a sense of pride, purpose, and autonomy in them.
Even if you're leading a team of remote software developers and engineers, it's even more critical to instill this culture. The software, unlike manufacturing, has a creative component to it.
Therefore, executives, CEOs, and managers must empower their teams of remote developers to take responsibility for not just the product they're creating but for the initiatives they need to take to meet their maximum potential.

 <div style="display: flex; justify-content: center;">
 <blockquote class="twitter-tweet">The second trait of an accountable leader is the ability to delegate, assigning tasks to your team members gives them a sense of accountability &amp; ownership towards tasks therefore building trust between you and your team.<a href="https://twitter.com/hashtag/LeadershipTuesday?src=hash&amp;ref_src=twsrc%5Etfw">#LeadershipTuesday</a><a href="https://twitter.com/hashtag/LeadershipDevelopment?src=hash&amp;ref_src=twsrc%5Etfw">#LeadershipDevelopment</a> <a href="https://twitter.com/hashtag/MYPP?src=hash&amp;ref_src=twsrc%5Etfw">#MYPP</a><a href="https://twitter.com/hashtag/LGLEAP?src=hash&amp;ref_src=twsrc%5Etfw">#LGLEAP</a>&mdash; Open Space Centre (@OpenSpaceUganda) <a href="https://twitter.com/OpenSpaceUganda/status/1541692886286213122?ref_src=twsrc%5Etfw">June 28, 2022</a></blockquote>

 </div>
 
We've put together a few ideas to help your employees take ownership of their work and be their best professional selves.
<h3>Start by Clearly Defining the 'Why'</h3>
Don't assume that everyone on your team knows where they are headed. According to <a href="https://www.mercer.com/content/dam/mercer/attachments/global/Career/gl-2018-talent-trends-2018-infographic-usa-mercer.pdf" target="_blank" rel="noopener noreferrer">Mercer</a>, employees are three times more likely to work for a company that has a strong sense of purpose. It's almost impossible for remote workers to Take Ownership of their work without knowing 'why' they're doing it in the first place.
"Start with why" is also the title of a famous book by <a href="https://www.linkedin.com/in/simonsinek/" target="_blank" rel="noopener noreferrer">Simon Sinek</a>, written especially for entrepreneurs, leaders, and managers. In that book, he says:
"People don't buy what you do, they buy why you do it".
When your purpose is unclear to your employees, they will begin to believe whatever they want to believe—communicating you are why with your engineers and developers will help them stay intrinsically motivated throughout because they will know they are part of something bigger.
Furthermore, remote workers want to know that their work is meaningful or that they are making a positive contribution to society as a whole. Defining the 'why' will instill a sense of ownership and personal responsibility in your workforce while also creating an engaging work culture.
Some of the tactics that leaders can adopt to establish the "why" factor are:
● Sharing a clear road map with long-term and short-term goals
● Laser-focused approach to the bigger picture
● Frequently communicating the company's vision
● Sharing the impacts of the products and services
● Letting employees know that they are valued
<h3>Don't Confuse Micromanagement with Leadership</h3>
There's a fine line between micromanagement and leadership that can sometimes be blurred. Understanding the subtle differences between the two will encourage innovative and high-quality outcomes in a team.
 

 <div style="display: flex; justify-content: center;">
 <blockquote class="twitter-tweet">I&#39;ve loved this idea before, I blurbed my late friend Keith Murnighan&#39;s &quot;Do Nothing.&quot; He focused on the evils of micromanagement. I am suggesting it&#39;s even better to celebrate people who don&#39;t add useless shit in the first place than those who remove it. <a href="https://t.co/ZhuyLtyk3j">https://t.co/ZhuyLtyk3j</a>&mdash; Bob Sutton (@work_matters) <a href="https://twitter.com/work_matters/status/1541583298551373829?ref_src=twsrc%5Etfw">June 28, 2022</a></blockquote>

 </div>
 
 
A reasonable way to know whether you're a leader or a micromanager is to look out for the following signs.
● A leader trusts and empowers his people to do their job to the best of their potential. In contrast, micromanagers are control freaks who exercise power for the sake of it.
● An effective leader teaches his people to fix problems rather than solve them himself. On the other hand, Micromanagers are know-it-alls who think they must do it all themselves.
● Leadership is about influencing, teaching, and training, while micromanagement is about forcing people to perform in a certain way.
<a href="https://uk.linkedin.com/in/peter-ducker-fih-9571b74" target="_blank" rel="noopener noreferrer">Peter Drucker</a>, also known as 'the inventor of modern management argues;
"Management is doing things right; leadership is doing the right thing."
Resist the urge to step in every time there's a problem. Remote developers, if micromanaged, will end up undermining their genius. They will doubt whether they have what it takes to do the job. Rushing your direct reports to produce the results will not only harm the creativity of the developers but will also prove detrimental to the company in the long run.
Your remote team needs an effective leader instead of a micromanager. A leader they can turn to for inspiration. Someone who trusts in their ability to innovate and believes in their potential. Only then will they willingly take Ownership of their work.
<h3>Create a Sense of Belonging for Your Team</h3>
Humans naturally perform better when they feel like they belong, even more so at <a href="https://hbr.org/2019/12/the-value-of-belonging-at-work" target="_blank" rel="noopener noreferrer">work</a>. As a leader, creating a sense of belonging within your remote or in-house team of engineers and developers can go a long way toward developing Ownership. It helps employees identify at a deeper level with their work.
But the question is, how can you achieve that? Encouraging your employees to explain the needs they feel are not being met is one way to create a sense of belonging. Every person has different circumstances, which is why taking time to understand how to make the work experience as comfortable as possible for your employees can improve ownership outcomes.
<h3>Develop a System of accountability</h3>
Creating a culture of ownership is dependent on a comprehensive system of accountability. Ownership and accountability are interlinked qualities that allow every team member to own their roles and promises genuinely, and then follow through. Establishing such a system will ensure a high-performing and strong remote team that doesn't shy away from taking responsibility.
Accountability always starts at the top. CEOs and Executives have to lead by example because they are setting a standard of expectations. They have to be accountable for their words as well as actions.
As per <a href="https://www.linkedin.com/in/jimcliftongallup" target="_blank" rel="noopener noreferrer">Jim Clifton</a> and <a href="https://www.linkedin.com/in/jkharter" target="_blank" rel="noopener noreferrer">Jim Harter</a>;
"Leaders need to be the first to model these demands because their behavior dictates what employees interpret as a real expectation."
Moreover, accountability for its own sake can yield negative results. To fully capitalize on accountability, there needs to be a certain level of freedom present. If you let your remote workforce feel a sense of responsibility and give them the freedom to express themselves creatively, accountability and Ownership will follow.
<h3>Final Word</h3>
 

 <div style="display: flex; justify-content: center;">
 <blockquote class="twitter-tweet">If you want your players engaged &amp; excited about learning from you, the culture you create should encourage ownership, leadership &amp; fearlessness in a nonjudgmental environment. What you teach is very important, but not nearly as important as the atmosphere in which you teach it!&mdash; Jon Beck (@CoachJonBeck) <a href="https://twitter.com/CoachJonBeck/status/1495456698340888586?ref_src=twsrc%5Etfw">February 20, 2022</a></blockquote>

 </div>
 
Although it's complicated to get your remote team that is spread globally to take Ownership, it's not impossible. Incorporating the practices mentioned above in your organization can help increase the efficiency of your workforce. Make sure your employees know 'why' their work is essential to the company and the clients. Avoid micromanaging as it discourages Ownership. Lastly, build a system of accountability where everyone takes responsibility, from the CEO to the developer.

Engineering Teams

How To Get Your Team To Take Ownership

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