Embedded Files
60 mins
60 mins
Topics: Build ownership, share the ‘why’ and give freedom in the ‘how’, agree expectations, give and take authority, the problem solver switch, do not micromanage, be curious about what's needed, embrace failure
AT THE START OF THE SESSION
AT THE START OF THE SESSION
5 MINS | 0-5
Check your own emotional state.
Create and maintain a safe space.
Consider taking a minute of silence and eyes closed (or soft focus) to create a mindful space and help everyone be fully present in the session.
SET EXPECTATIONS
SET EXPECTATIONS
Today we are discussing the practice 'Build Ownership.' We will talk about what 'ownership' means, why it can be hard to give or take, and discuss one of the first principles - knowing the 'why', and having freedom in the 'how.'
SHARE SOME EXPERIENCES FROM THE PAST WEEK
SHARE SOME EXPERIENCES FROM THE PAST WEEK
15 MINS | 05-20
If you would like a reminder of what was covered last week, you can find a summary of the 'Candid Conversations' session here (under the 'topics' dropdown).
Let’s first check in on what we practiced in the last week about 'Have candid conversations'. We talked about building a culture of asking for feedback, giving positive feedback, and noticing what needs to be said.
What candid conversations did you have this week (initiated by you or someone else) and what was the impact? What got in the way (especially about your limbic system’s concern about potential threats)?
How did it feel to ask for, give or receive feedback?
How did you prepare – setting yourself up for success and/or using the COIN model?
What worked or didn’t and what would you recommend for the future?
Did you have a chance to offer positive feedback? What difference did that make?
Have each person share as much as they are willing to and try to create a discussion between team members. Share your own reflections, to model openness and vulnerability. This helps build trust in the group.
BUILD OWNERSHIP
BUILD OWNERSHIP
30 MINS | 20-50
Now we will start today's practice: Build Ownership. We will watch two six minute videos today, with ten minutes of discussion for each.
4:19 MINS
Build Ownership
GROUP DISCUSSION
GROUP DISCUSSION
When have you felt a sense of ownership?
What did you notice about your motivation, resilience and growth when you had ownership?
What have you experienced around sharing ownership (either holding on to something or micromanaged) - either in yourself or in others sharing with you? What limbic threats might have been involved?
Trust is vital in both taking and giving ownership. In Mercy Corps, we often have a desire to be involved in a decision to feel a sense of ownership. For us to be efficient and effective, we often need to get behind decisions that others make…
What do you need, to have ownership of a decision/initiative you were not involved in?
Give/take authority
Give/take authority
What can get in your way of giving or taking authority?
How might you build trust (e.g. more experience, more understanding of the ‘why’) so you can take (or be given) more ownership?
Problem Solver Switch
Problem Solver Switch
How can we help others turn on their problem solver switch?
Under what circumstances does your problem solver switch turn off (and you expect others to solve problems)? How do you see this happen in others?
GROUP DISCUSSION
GROUP DISCUSSION
Share the ‘why’
Share the ‘why’
What is the ‘why’ in the work you do and how was it communicated to you (or was it self-generated)?
How does it feel to work on something with purpose? How does it feel when you don’t have a sense of the ‘why?’
Agree expectations
Agree expectations
When have you made assumptions rather than discussing expectations? What was the impact?
What would help you have clear expectations for your work? What might get in your way of setting expectations?
2:08 MINS
Embrace Failure and Celebrate What Works
GROUP DISCUSSION
GROUP DISCUSSION
From micromanagement to supporting growth
From micromanagement to supporting growth
Has anyone had an experience of being micromanaged? What type of Be SAFE & Certain threat did it create? How did it affect your sense of ownership?
How would you like to be supported by your manager? How might you communicate that?
FOR NEXT TIME...
FOR NEXT TIME...
10 MINS | 50-00
Think about the purpose of your work streams. Can you articulate why they are important? Notice what difference articulating the purpose makes.
Make time to discuss expectations around your work. E.g. what is the work, what does success look like, what are the expected outcomes, when do you have to deliver it by, what is non-negotiable, what can you make decisions about? Are the expectations shared and agreed?
Notice how you are framing challenges/failures. What can you learn from them? What can be celebrated?
Think about how you would like to be supported by your manager, and whether your ‘problem solver’ switch is on.
Are you clear what you have authority over?
What else would you like to practice this week?
PRACTICE MOMENTS
PRACTICE MOMENTS
1-1 MEETINGS
1-1 MEETINGS
How can you help create clear expectations around purpose and success?
How can you help this person be clear what they have authority over?
Think back to your Be SAFE & Certain preferences. How might these be influencing your expectations? Or the way you manage?
To what extent are you jumping in, and solving problems? What kind of support would best encourage their growth?
TEAM MEETINGS
TEAM MEETINGS
How can you use team meetings to generate a clear and shared sense of ‘why?’
How can you make sure the team leaves a team meeting with clear expectations, rather than assumptions?
Who generally has a problem solver switch turned on in the team?
How does this team allow potential failure and learning from failures and from successes?
ON-BOARDING
ON-BOARDING
How can you be intentional in helping a new team member have a sense of ownership of Mercy Corps’ mission? Of team ownership? Of work ownership?
How can you help the new team member connect with the ‘why?’
How can you use on-boarding as an opportunity to establish:
An 'on' problem solver switch
Willingness to take (or give) ownership
Allowance for risk/trying/potential failure
Instilling a sense of learning along the way
BUILDING OWNERSHIP IN ACTION
BUILDING OWNERSHIP IN ACTION
ADDITIONAL RESOURCES
ADDITIONAL RESOURCES
Why Ownership Can be Hard
Give Authority (esp. for managers)
Don't Micromanage (esp. for managers)
Report abuse