I had a rental property for nearly 13 years. I’ve written about it before in my blog - my wife and I affectionately refer to it as the “devil house.”

I had a few years where things went smoothly, but most of the time, it was a massive pain in the neck and a money pit to boot. It was a really old house that needed a lot of TLC.

That wasn’t the biggest issue, though.

My biggest issue was that the people who lived there treated it like it wasn’t theirs.

In truth, it wasn’t. They were renters and didn’t care for the place like I would as an owner.

Many business owners feel the same way.

As I talk with them and ask them what they truly want from the people that work with and for them; there’s an answer that in some shape or form almost always comes up. They want their employees to take more ownership of their work.

They want them to think like owners.

When you create a culture of people that think like owners, not renters, it can change the game for your organization. Let’s talk about how to do that.

Andy Stanley is a pastor of a really large church in the Atlanta area. Someone asked him how everyone at his church, volunteers included, served with such energy and excellence. He said everyone knew how their role connected to the broader vision of the church - even the parking lot attendants.

He could easily just give his parking lot guys a list of things to do to make sure people get into the building safely. However, that would be devoid of real purpose.

So, he explains their opportunity to them like this:

"Your energy, helpfulness, and attitude can make all the difference in the world to the people who come to our church — think about the single mother with two small children who needs a safe place to find comfort, peace, and restoration. She hasn’t been to church in years and looks frazzled with the kids. She’s not sure where to go or if this was even a good idea. The way you engage her when she gets out of her car sets the stage for the experience she desperately needs."

After you hear that, you aren’t just a parking lot guy anymore. You are an engaged volunteer connected to the larger story of what’s happening. That parking lot attendant now has a clear line of sight to the ultimate vision of the organization.

If you want to develop employees who take ownership of their work, they need a clear line of sight as well. They need a clear line of sight between their work, the goals of the team, and the goals and vision of the organization.

They also need clarity on what winning is for their specific role and what it looks like to pull that off. This creates energy and opens their minds to thinking like an owner.

To help you that, I want to introduce you to a Congruence Operating Grid (COG) called Line of Sight. The Line of Sight document is a slightly different way to write out a person’s roles and responsibilities.

It starts with the larger purpose of the organization and works its way down to the person’s role.

The goal is to help employees understand in a crystal clear way how their role connects to the larger story and vision of the company. When they get that, they are more engaged and think more holistically about their job.

Below are the questions you need to answer to build a Line of Sight job description.

  1. What is the Role?
  2. What is the Vision and Mission of the organization?
  3. What team or department is this role a part of?
  4. What is the primary purpose of the team/ department this role exists within?
  5. What are the numerical goals for the year for this team/department?
  6. What is the ‘Big Win’ for this role? In other words, what is this role’s primary purpose?
  7. What are the 4-5 major responsibilities of the role (don’t go overboard here - keep it simple and focused)?
  8. What are the key metrics for this role for the year?

You need to take note of a few things:

  • All of that should be on one page. A new hire should be able to at a glance see how their role and responsibilities are connected to the broader mission and goals of the organization.
  • They have a clear win for why the role exists, and they have clear responsibilities.
  • They have numbers they are responsible for. Every person in your organization needs a number to shoot for. It makes their work much more tangible and therefore, easy to celebrate when you win.

Ultimately, they have a clear line of sight from the organization’s mission and vision down to their role and responsibilities.

This type of clarity creates purpose and ownership for the people that work with and for you.

Be sure to download the free Congruence Operating Grid: Line of Sight to help you create more employees who think like owners.

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If you would like to implement Congruence in your business, schedule a call to learn how today.

Photo by Lost Co on Unsplash