A strong bias towards ownership is important in org culture. The problem is, folks often over index on ‘I own this area, so I’m going to nail it!’ vs. ‘I am an owner on behalf of the entire company and need to do the right thing for our customers!’. The key is to balance these.
Amazon’s definition tries to make this tension apparent by explicitly stating ownership is broader than themselves or their team:
Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job”.
Owners drive results and feel deep responsibility for them. If things are late, the numbers are weak, or a failure occurs, owners never blame others. Owners focus on finding out what went wrong and how to ensure the date gets pulled in, the numbers improve, or the failure can never occur again.
Owners are expert at delegating. There’s a big difference between telling people what to do, and helping people know what the right thing to do is. Great owners are expert at the later. Great owners scale by bringing others along with them.
Owners get their hands dirty. And elbows. They pitch in and do the grunt work when necessary. They lead by example, demonstrating no task is beneath them.
Owners don’t lick cookies. If they assert they are going to build something or deliver some result, they do it. The corollary of this is, owners are effective at managing their time and thus frugal at taking on new responsibility.
Owners pay attention to the details (because details matter) and they hold others accountable for getting the details right.
Owners get direct satisfaction when the product has high quality and feel personally ashamed when there are quality problems.