I've had it in mind for some time now to write a small series centering on practical leadership. I don't know how many I'll do, and they probably will be spread among all of my other random blogs, but I've been thinking about this particular facet for some time now, and thats the concept of "ownership." On its own, it embodies the arching goal of nearly all leadership; but is also focused enough to give it also individual attention.
In all leadership the emphases is on the people about the task, and not on the task itself. Thats the key difference between a manager and a leader. Robert Townsend understood this when he said:
"A leader is not an administer who likes to run others, but someone who carries water for his people so they can get on their jobs"
Townsend's words convey the idea servanthood, not manipulative slave driving. Its seeing a need that the people under you have and providing for their health/benefit. A true leader is not just someone who can produce results; because truly , both success and failure surround the majority of the worlds greatest leaders. The merits of a great leader are seen best when they step out of the way. If a man initiates a movement; teaches a concept, or creates a product, success in many ways can be seen on paper, escrow, or real-estate. But to put a value on someone as a leader, judge what is done when the leader removes himself from what they initiated; observing the health of what is sustained following their absence.
What happens when someone steps back from pushing an idea/agenda and instead invests in the people they've instated; an opportunity is created for those people to have a vested interest themselves in what their doing. Whatever success will follow, your people can look on and say..."I did that!" Their hours of work, weren't just a paycheck anymore. They have ownership in the success of what once was only your vision. Much like a company that goes public. But the investment that you give your people has to happen before the success. to turn around from the finish line and say, "oh thanks guys" is nothing more than what they earned from before. As a leader you never pay back, you always pay forward. Glancing back from the finish line and adorning the people responsible for getting you there with a semantical pat on the back is more demeaning than appreciative. Your people see that they are the last thing on your checklist at the end of the journey, not the focus of the drive to get there. And believe me they can all tell!
So how does a leader go about giving away ownership of their vision? Easy... in fact, often so easy most leaders find it difficult. the quick answer is "vacuum." The majority of leaders, and to be picky, people in authority too. are those who exercise the courage it takes to be the first to volunteer, the first to venture new ideas or create change. That same courage however seams to be infused in them, causing them to keep stepping in, and stepping in and stepping in. In their defense their motives are good, momentum if neglected can end up in a variety of places. So most modal their efforts to confine the momentum to direct it to where they see the best end. See now your thinking like a manager.
A leader who steps in to solve every problem or correct every course robs his people the very possibility of ownership. It builds up the "leader" [notice my subtle quotations now ;) ] and demeans the people. It sets a precedence that each member on the team clear things through higher powers. Which when your in-charge makes you feel indispensable, and who of us doesn't like feeling needed right. We all like that right. Which is why John C Maxwell describes weaker leaders as failing to delegate. Only the strongest leaders will surround themselves with other strong people. Those who are smarter, stronger and more capable. Such a structure is a threat to most leaders. By knowing that you have competent people on task, a real leader can place trust in those individuals to take vision to conception. A roadblock to many leaders is that often the delegation and subsequent ownership their vision means that the steps to success will be decided by someone else. The majority of leaders tend to be control freaks [Ask me how I know]. Gen. George S Patton, a type "A" leader with courage and drive if there ever was one said this:
"Never tell a man what to do, you tell him what needs done and let his ingenuity surprise you"
He understood this principle of ownership. I've had the privilege to meet two different men who served under him; They'll will be the first to tell you what a son of a bitch he was, and yet it was the honor of their lives to serve with him. You see they don't read a history book and see that "Patton defeated Rommel;" and "Patton conquered Sicily." They own every victory still today, and Patton treated his men like they did from the day they shipped out.
For many of us who strive to be leaders leaving a vacuum is unnerving, but without it your people will have no need for their own incentive. There may be a more politically correct way of saying that today but its the usual truth. After your vision is cast, and competent people are in play towards its completion, a leader can really come alive; Investing solely in the people pursuing the task. Success now is bigger then the efforts of one man, no matter how loud they are or how much money they invest. And when the inevitable day comes when the leader steps aside, those who are personally invested wont need them there any more. They now own the vision and are striving themselves for its success.
