FEELEMPOWERED.
There is a BIG difference. Entitled people are always looking
out for what you are going to give them. They look for
handouts. They talk a lot about what you “owe” them.
Owners feel empowered. They get by giving. They are naturally
rewarded by their performance and the value they provide the
company. They perform because it is who they are, and they
reap rewards accordingly.
Owners take care of the business as if it belongs to them.
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OWNERS UNDERSTAND THE CONCEPT OF
PERFORMANCE BEFORE PROMOTION
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EXPERIMENT
Researchers threw a piece of paper in the hallway of a busy office.
When someone stopped to pick it up (most did not), the researchers
interviewed them and asked why they had picked up the trash and
thrown it away. Most of the respondents said something like,
“This is my place and I want to keep it nice.”
In short, the ones who stopped and picked up the wad of
paper had an OWNER mentality.
If they stop to pick paper up in the hallway, what else are
they doing to watch out for and take care of the company?
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ACT
:
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TRY DOING THIS EXPERIMENT AT
WORK, AND SEE WHAT KIND OF
RESPONSE YOU GET.
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Author and thought leader Blake Leath was once asked:
WHAT CAN WE DO TO
GET OUR EMPLOYEES
MORE ENGAGED?
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His response:
I WOULDN’T BOTHER.
He went on to point out that if your company system, culture,
and ethos don’t engage people already, then trying to “pump
the employees up” in some kind of a “rah, rah” fashion is not
going to work. You have to create a company culture that
taps into people’s desire to succeed.
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COMPANY CULTURE BEGINS WITH
VISION
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A CLEAR VISION IS PARAMOUNT.
Owner companies have a clear direction that is understood by
everyone throughout the company. They have a shared vision,
which is meaningful & attainable. A clear company vision
should drive behavior at every level.
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A STUDY WITH OVER 23,000
WORKERS, MANAGERS AND
EXECUTIVES REVEALED THAT. . .
Only 17 percent felt their organization fosters open
communication that is respectful of differing opinions
and that results in new and better ideas.
Only 10 percent felt that their organization holds people accountable for results.
Only 13 percent have high-trust, highly cooperative working relationships with other groups or departments.1
Just because leaders know what the vision is
doesn’t mean everyone else does.
From the Harris Interactive and FranklinCovey “xQ (Execution Quotient) Questionnaire,” 2004, in Steven R. Covey, The 8th Habit, (New York: Free Press, 2004), 2-3.
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If you want to build a ship, don’t drum up people together to collect
wood and don’t assign them tasks and work, rather, teach them to
long for the endless immensity of the sea.
—ANTOINE DE SAINT-EXUPERY
Dynamic leaders tell stories; they paint imaginable
pictures
