Ownership Rules

WORK on ownership, accountability and strengths. Hold a meeting and, as a team, agree that no one will ever say anything behind each others backs which they would not say to their faces.

This is a given, and must be accepted on an emotional level. If everyone simply nods, they will not do it. If anyone suggests they are already doing this, just ask them if there is anyone in the team that they do not particularly ‘get on with’. If they say ‘Yes’, ask them what happened when they shared that with that person, in private. People must buy into this at an emotional level. Everyone must buy into it.


  • Peter Frith

    So important to say things up front to people. Get it out in the open. Vital to move on.

  • Neil C

    Get someone to do a task and if they are accountable for it, it will be done.
    That way nobody but the person undertaking the task can be blamed. Or can they?
    There might be undermining going on in other quarters, so it’s not that cut and dried.

  • Anita Raymond

    People have to be accountable otherwise there are too many reasons to fail, and nobody to take responsibility.

  • Having experienced many meetings and many failures over 30 years in a blue chip company I would agree that accountability for the task is a must. This way it gets done in a timely manner. The area that the manager of the team member is responsible for is support , openness to approach and for focussing on where it could fail and help formulate plans to counter. The real issue is that there are very few executives around who have this experience or foresight to realise that asking for support is not a crime. They simply see it as a failure. The problem is a lack of experience in the position and usually poor mentoring in my experience.

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