Employees are driven to perform their best when they feel a sense of ownership over their work. Fostering a company culture driven by a ‘we’re all in this together’ mindset is easy – here are 10 actionable strategies.

Today’s post is by Shaara Roman, author of The Conscious Workplace: Fortify Your Culture to Thrive in Any Crisis (CLICK HERE to get your copy).

When you think of an entrepreneur, you think of someone who is constantly hustling. They’re highly invested in their work, extremely driven, innovative, and agile. Now, wouldn’t it be great if all employees operated like that?

Of course you want your employees to work for you the way they would work for themselves…and it’s possible. By nurturing an ownership mentality, you can create a team of people who are genuinely invested in the ongoing success of the business. Your employees are more likely to go above and beyond when they understand how their contributions impact the success of the company — and how that success in turn impacts them.

Benefits of fostering an ownership mentality:

• Higher engagement rate
• Increased retention
• Boosted innovation
• More autonomy
• Improved collaboration
• Higher client/customer satisfaction
• Better bottom line

Some people come to work with this attitude — this desire to give it their all because they’re genuinely invested and they know it will pay off. But the majority of employees tend to be more disconnected, with a mindset of simply getting the job done. So how do you get your employees to shift from thinking like an employee to thinking like an owner who is fully vested in the success of the business? Sure, you can foster ownership by ensuring employees have some skin in the game by offering financial incentives, but there are also several other ways to make that happen as well.

1. Model a win-win mentality

Adopt an abundance mindset and commit to the notion that there is enough to go around. Too often our talent programs pit people against each other and foster competition versus collaboration. Show your employees that the successes of the business are directly related to the individual — made possible by their hard work and also to be enjoyed by them. When the company thrives, the individual thrives, and vice versa.

2. Empower your people

Give your employees the authority and information to make meaningful decisions. Demonstrate your trust in their competence and refrain from micromanaging. The more empowered each individual feels, the more likely they are to feel engaged in the day-to-day and connected to the big picture.

3. Value your employee’s work

Be sure to regularly express praise and appreciation for all the hard work your team does, both on an individual and collective level. Positive reinforcement is a proven method, and the more you encourage your employees with words of affirmation, the more likely they are to want to continue to meet those standards. In fact, Gallup research shows that you should recognize people for their contributions at least every seven days.

4. Ask for each individual’s input

By asking your team for their input, you show them that you really care about what they have to say. Everyone wants to feel heard, and we all perform better when we have a say in what we’re doing / how we’re doing it. You can even go further and seek out employee input to the company’s strategy and new services or products.

5. Keep everyone in the loop

Communication is key, and it tends to go a long way. The more transparent you are with your employee-facing communications, the more included your people will feel. If your employees feel in the dark about the goings-on of the company, then they will feel disconnected from their work, their results, and their drive.

6. Foster inclusion and belonging

Creating a strong sense of community has all kinds of benefits. Prioritize your culture and your people, and you will see a team-driven work ethic emerge. When your employees feel accepted and connected to each other, they operate more like a family. ‘What’s good for you is good for me’ will start to be a common denominator, and this will show up in all that your employees do.

7. Give your employees a sense of purpose

People need purpose — it’s what drives us. When you show your employees that their work is meaningful and that their contribution is invaluable, they will care about what they’re doing. They will put their heart and soul into it, rather than getting by with the bare minimum. Establish a clear mission/vision/values and explain why it’s so important to the bigger picture and greater good.

8. Hold people accountable for their commitment to the team

Teamwork makes the dream work. Without the belief that ‘we’re all in this together’, there will likely be dysfunction and more self-centered behaviors. When those types of behaviors arise, it’s important to course correct by holding people accountable to a higher, team-oriented standard.

9. Hire individuals who already have a sense of ownership over their work

This ‘sense of ownership’ attitude is contagious, and the more people on your team who feel this sense of ownership, the more likely they are to inspire others to adopt the same approach. While such a mindset can certainly be trained, it is of course easier when you’re working with people who are already inclined to think that way.

10. Minimize meaningless rules

Nobody likes having to jump through hoops. The more useless rules and protocols you have built into your organization, the further removed your employees are from having a sense of ownership. Ditch the needlessly rigid processes and instead emphasize trust and autonomy.

The relationship between employer and employed tends to be strictly transactional. By shifting that standard towards a more genuine sense of mutual care, you can ensure a higher level of success for your organization. Your greatest power lies in your people, you just have to shift the tone from the individual to the collective. Once your employees feel invested in the team, you will start to see a ripple effect.

Shaara Roman is the author of The Conscious Workplace: Fortify Your Culture to Thrive in Any Crisis and founder + CEO of boutique culture consulting firm, The Silverene Group. She works with executives to align their company’s leadership and culture with the business strategy and create programs to maximize the employee experience and productivity.

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Jim Everhart explains why every marketing program needs strategic messaging.

Today’s post is by Jim Everhart, author of BRAND VISION: The Clear Line Of Sight Aligning Business Strategy and Marketing Tactics (CLICK HERE to get your copy).

If you and your company are involved at all in marketing (and who isn’t?), you’re constantly being bombarded by sales reps, each claiming their marketing tactics or services are the silver bullets that will put you over the edge, into viral heaven.

Everything from search ads to email to analytics programs to social media influencers are being promoted as the next big thing.

In all fairness, many of these tactics play important roles in effective marketing campaigns. They wouldn’t exist if they didn’t.

The problem is with the tactics-first approach they seem to be advocating. Let me explain.

Too many companies begin marketing campaigns these days by diving right into tactical execution. Like choosing between Facebook and Twitter. Search marketing or email. They’re casting the TV spot, worried about the media buy. Arguing over product placement. Unleashing PR people, web developers, search marketing experts, email specialists and front-end designers on the world to do their own thing.

They churn out tons of material. Take up gigabits of storage space. Burn through a lot of cash.

But those tactics-first approaches almost always fail.

Oh sure, maybe they get some likes. Or some heart emojis. But sales and leads? Not so much.

So while Marshall McLuhan proclaimed decades ago that the medium is the message, I’m guessing he didn’t mean that the medium should create the message.

And maybe what he meant was that you should choose the medium based on the message you want to deliver.

Not the other way around. The way all too many marketers do – picking a medium and letting that choice dictate your message. Or worse yet, hoping your media choices ferret out the message lurking somewhere in all that stuff you’re generating.

I’m a writer. A content guy. Always have been, always will be. And I think that before you select a social media platform or hire a celebrity influencer to make your pitch, you need to know what you’re going to say.

I have a writer’s solution to the problems marketing faces today – the creation of strategic messaging. A single-source, definitive document that defines the messaging around your offer (whether it’s a product introduction, a market initiative or a brand awareness effort) and presents all the relevant information your creative teams need to understand, present and deliver that message.

Here are the elements of that document:

The strategic landscape – how this project came about and the technology issues, the competitive landscape and the market dynamics.

A list of goals, as specific as possible, laying out what you’d like to accomplish.

A clear definition of the product, initiative or offer and the customer value proposition that differentiates it from the competition.

An integration statement showing how the project fulfills or validates the corporate strategy.

A customer profile (or preferably, a full persona) identifying the prospect and their motivations or hot buttons.

The strategic vision for the campaign: the one-sentence summary that aligns the product with the corporate strategy, connects it to the audience hot buttons and differentiates it from the competition.

The reasons to believe the Strategic Vision and the proof points that support them.

A map of the marketing campaign listing the proposed tactics (like emails, ads, posts and web pages) and showing how they work together to advance the sale.

An accountability plan, not only making it easy to optimize the program, but also measuring your success in achieving the objectives.

That’s not your typical product manager’s brief. Or even a creative director’s instructions to the creative team. But rather a hard-as-nails, comprehensive account that gives the creative team their marching orders.

Above all, it elevates clarity. A clear statement of the product’s advantages, shorn of corporate vanity, marketing voodoo and campy creativity. And lays out the proposed path to success.

It connects corporate strategy to the marketing process by making the brand, service or product the incarnation of the corporate positioning and keeping it top-of-mind as marketing tactics are developed and implemented.

It connects to the audience by highlighting the prospect’s pain points and making them the focus of the key messaging elements, specifically requiring strategists to call them out when they’re defining messaging reasons-to-believe and proof points.

It makes campaign integration possible, issuing a single set of instructions to the array of PR, advertising, social media, email and web teams you have generating the content in different silos. By different people. Working in different buildings. Perhaps for different companies. Maybe on different continents. Soon, on different planets.

It makes the best use of your subject matter expert’s time. You’re capturing all the information at once and working with them to make sure it’s accurate. Before it’s given to the different content teams to disseminate. So they only have to give the final materials a cursory look-through as the campaign is finalized and the paid ads, Tweets, e-mails and videos roll out.

It facilitates accountability and ROI measurement, both of which are not possible without the discipline of campaigns. Sure, you can measure impressions, likes, emojis, clicks and click-through rates. But to what end? Want to show any of that data to your CEO? Not hardly.

By organizing marketing efforts around strategic messaging. we marry strategy and concepts, messaging and campaigns. And we set the stage for program measurement, optimization, accountability, ROI reporting and even predictive analytics.

That’s the goal of strategic messaging. Nothing short of rescuing marketing from the snake-oil salespeople and the tacticians. And giving today’s businesses the marketing they need and deserve.

Jim Everhart, author of BRAND VISION: The Clear Line Of Sight Aligning Business Strategy and Marketing Tactics is a freelance strategist and writer, working with corporations and agencies to develop marketing communications tactics and campaigns. He spent more than four decades in the marketing industry, most of it at Godfrey Advertising, one of the largest business-to-business marketing agencies in the United States.

For more information, please visit www.brandvisionbook.com

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