This award-winning book extends the learning of The Ownership Spirit seminar.
Companies that are thriving are those that understand the crucial distinction between holding people accountable and developing accountable people.
It would seem to be a truth so obvious it wouldn’t need verification: Highly committed, hard-working employees who hold themselves accountable are good for business. Ritz Carlton, Nordstrom, and Southwest Airlines have proven the point for years. Yet, knowing is not enough. Many companies still struggle with bringing ownership and accountability to life in their culture.
“Employee engagement, as a metric of business success, is getting more attention than ever before. And yet the topic remains elusive. Many organizations are stymied by stubbornly stagnant engagement levels despite yearly cycles of measuring and action planning.”
Dennis Deaton, author of Ownership Spirit, explains why.
“Too many companies overlook one huge fact: The biggest part of the engagement equation rests with the employee not the company. Ownership and accountability are not external matters; they are a choices—personal and internal to the individual. External factors can help or hinder, but the determinant is entirely in the hands (actually the mind) of the employee.
“It ultimately comes down to a set of personal skills, and that’s the best news a company can hear. People can be taught and they can learn those skills. In fact, they’re very eager to do so, once they see how much they themselves benefit from acquiring those characteristics.”
How high could productivity soar if we stopped trying to hold people accountable and focused on developing accountable people?!