What you promise when requesting ownership

When I ask someone to take ownership, I commit to giving them context and standing behind their judgment, even when it challenges mine.

Without backing, people may stop taking initiative: I’ve seen people wear themselves out trying to make progress without support. They start asking permission for everything to protect themselves from frustration, and some leave.

Ownership needs their initiative and my support: I expect them to care about the goal and use their judgment to move things forward and learn. That includes questioning our agreed direction when needed.

I see ownership as delegation between peers: one person offers power or authority, and the other is willing to take it on. Both have a say in that agreement, even though their roles and responsibilities differ.

Formal authority lets them make certain decisions. Informally, I provide context and support, and help them develop the ability to act. I commit to keeping those conditions in place.

My ideas must be open to question: I listen, whether they bring data that contradicts one of my assumptions or a question they need to investigate.

We agree what to test and what we want to learn. I make room for that work without asking them to prove me wrong first.

I can get attached to a project because of what we’ve already invested in it. If their analysis shows that continuing adds no value, I have to be willing to change my mind. That includes supporting their decision to cancel, even if the idea was mine.

Cancelling a project that adds no value counts as a result. I would value their judgment and what they learned, even without a completed project.

That choice may make me more confident about giving them new projects, even with a larger budget.

I back reasonable attempts and expect learning: A reasonable decision can still end badly. I offer a safety net so we can review what happened and try again.

I expect them to reflect on what happened and use what they learned to decide what to change. Each new attempt needs a reason. If they change their approach based on that reflection and get another bad result, I stand by them.

I own my decisions and help defend our priorities: Sometimes I’ll make a decision they disagree with. Other changes will come from above. I explain where the change comes from, and they can disagree without losing my trust.

If I decide to go ahead despite their objection, I take responsibility for that decision. Taking ownership doesn’t make them responsible for my decisions.

When a new priority arrives, we review the work already in progress and negotiate what to stop. I help defend that choice to the people still expecting the work we’ve set aside. I won’t ask them to absorb new requests while keeping all their previous commitments.

I remember a product manager handling requests from different parts of the company. Without a product or company strategy to guide priorities, they tried to satisfy everyone. The team ended up overloaded with all those requests.

Before asking for more ownership, look at how you respond when someone exercises it. What can they count on you to do when their judgment makes you uncomfortable?