Who will shovel the walk? A lesson in models of ownership.

The embedded aspect of employee ownership culture that makes it more quantitatively successful than other organizational models is that there are shared motives for success. When I win, we all win and when we win, I win. It is a virtuous cycle. It is also fragile and must be kept in balance with the forces of keen “soft skills” like trust building, communication, servant and situational leadership, and vulnerability. But, we must keep in mind that this version of ownership may be different from what many workers have been exposed to. Leaders of employee owned companies may need to rewire the mindset of what ownership looks like for their particular company.

For example, I live in Colorado and during a snow, I was walking and noticed part of the sidewalk remained unshoveled. The owner of home A had just shoveled the sidewalk associated with his ownership. Likewise with the owner of home B. This left the alleyway of about 8 feet, run by the homeowner’s association, unshoveled. This is the individualistic perspective of ownership where each takes care of what he or she owns. Is the objective to do the minimum of which my ownership requires me so I don’t get a fine? Or, is it to provide access to an attractive, walkable community? In our work worlds — is it about doing the minimum so I don’t get dinged on my performance review? Or, is it about daily attitudes and activities that will inure value to the company?

We could argue that it is similar to owning shares in a public company. Many shareholders are seeking appreciation and dividends for their individual wealth. This absentee shareholder perspective requires little of us with the exception of the initial financial investment and a tolerance of risk. There is no requirement to serve the company and its consumers. Just monetarily invest then collect (hopefully). There is no expectation of psychological investment. When people are psychologically invested, they are more likely to shovel the walk and not limit their thinking to what is mine, because it is ours.

If this is the prevailing ownership mindset in society, to really let employee ownership flourish we have to teach the collective power of interdependent ownership. It is not about ownership serving me. It is about me serving ownership. It is about servant leadership throughout the company and the desire to do our best work every day and contribute insights and energy to pushing the company to the next stage. It is in our collective best interest to do so because we own the company together. We are also collectively responsible for empowerment. Of course, management makes space and extends trust to help this happen, but it is up to each employee owner. Owning one’s own performance and taking the broad view of what performance means is the view that leaders must foster. The job description or job posting gives direction but does not limit one to it. It’s up to each person to live to their potential and to connect that potential to help the company succeed. It’s up to managers to help guide people to see their potential when a person can’t see it for themselves. Autonomy is a hot-topic in pop-biz articles, but in EO companies, autonomy is subservient to collective contribution to the plan and working toward the purpose. It is common-unity that we seek. It is connection that we aspire to. It is inclusive achievement that we drive for.

In one study, I found that more people were motivated by simply being able to put “employee owner” on their business card and being able to contribute to helping everyone achieve the annual gain-sharing program payout. Individual incentive plans ranked far lower in motivational power. (Sample size 114 nationwide sales people in an employee owned company)

Employee owned companies often strive to hire great people who will be great at their jobs but also great co-owners and corporate citizens. Management will help them be good at their jobs. But, teaching what interdependent ownership looks like is an important next step to developing the corporate citizen. Developing community, a common-unity, around purpose, mission, values, interdependent performance, and peer support is critical.

This common-unity will serve as the glue for the future. We all want to win, but there will be some failures. The unity around purpose and values will help the employees have the fortitude to overcome these failures. When a company is centered around purpose, losses are still tough, but people can stay focused on the long-term big picture trajectory and have the grit to turn failures in to lessons.

Without the common-unity, there is no glue and there is not the interconnection powering long-term holistic business success. Employee owned companies drive for success in the short-term, like any company, but most importantly they always keep their eyes on the horizon.

Originally published on Mosaic Creation — alifeinmosaic.com. Employee Ownership and Purpose Centered Mission Driven business advising, coaching and creating.