Leadership Trevolution Blog

Blog Entries by Tag: Mission

Three Keys to Move Beyond Employee Engagement to Ownership

Published on: Sep 04, 2012 | Tags: Team Leadership, Organizational Leadership, Organizations, Organizational Development, Mission, Vision, Employee Motivation

I have been married for some time. I became engaged in 1977. That engagement had many implications that can only be appreciated after thirty-four years of marriage. Engagement implies connection, desire, hope, investment, and commitment. If I had not moved beyond engagement in those 35 years, you might question my intentions.Engagement

 I am aware working for a company is not a marriage, but it is a commitment that results in a quality of relationship. The relationship is influenced by connection, desire, hope, commitment, and mutual benefit of those who create the organization.

 Many employees tell me they do not experience these qualities in their organizations. That may be why we have such a difficult time defining employee engagement or determining how to measure it effectively.

 Those who do have this quality of relationship to their company have moved beyond engagement to ownership. They are connected, contributing, and finding fulfillment in being a part of the company that makes this quality of connection possible. Engagement is important because it is the path to ownership.

 What is it that moves people from engagement to ownership?

1.  Clear, Compelling Direction 

The leadership capacity of vision sets a clear compelling direction for the organization. When an organization has a vision that its members desire to be a part of and become willing to create, ownership develops. 

2.  A Shared Mission that Transforms

The leadership capacity of transformation integrates stakeholders into the mission of the organization. Mission brings meaning to work by defining why it is important and the difference it makes. Work is work. Many days it is challenging, tiring, and mundane. Mission is meaning that defines why work is important. A mission worth sharing and owning moves people beyond engagement. 

3.  Skilled Leadership 

Leaders with the capacity to engage people in a compelling vision and a transforming mission can create ownership. This occurs at the team level as that is the primary connection point for the individual. Most leaders cultivate this capacity through development over time. 

As you may have noticed, there are two leadership levels required to develop engagement that creates ownership. Leaders at the organizational level have to provide a compelling vision and transforming mission. Team leaders then have the resources to connect people to an organization in a manner that creates ownership. 

Our complimentary webinar, Creating Employee Ownership through the Five Levels of Accountability, is a resource that will equip team leaders to make that connection. This is our second and last time to offer it this year so don’t miss out. It will be on Friday, September 28 at 1 p.m. Sign up here.

Empowerment and Alignment

Published on: Jun 11, 2012 | Tags: General, Team Work, Empowerment, Management, Organizational Leadership, Goals, Mission, Vision, Values

 The individual contribution of everyone in an organization contributes to its performance. It is this collective effort, when appropriately directed, that makes a company successful. Organizations rely on senior leadership to set direction, but ensuring that everyone throughout a company positively contributes is a different challenge. That is where management engages. The typical management practice is for a supervisor to receive responsibility and delegate it to individuals to accomplish work. In practice, the work remains the responsibility of the supervisor while completed by an employee. This appears to align an organization by making sure everyone knows exactly what to do. 

The problem with this approach: it is not working. The result of delegation is low ownership, limited engagement, death of creativity, limited responsibility, unmet expectations, conflict, and low morale. 

Organizations achieve alignment through empowerment. I differentiated empowerment and accountability in a previous blog.The basic difference is the ownership of the work. In delegation, the work belongs to the one giving it away. Empowerment occurs when a person is given his or her work. 

Leaders at the senior level must design an organization that supports empowerment and expects alignment. When these two conditions are met, collective contribution engages teams and individuals in a shared direction. The organization, team, and individual align and move in the direction set by senior leadership. Each level has distinct responsibilities. 


At the organizational level mission, vision, and values must be clearly defined and compelling. If they simply hang on the wall and are written on cards to be placed with employee badges they have little impact. Beyond the direction these provide, measurable, strategic goals should be provided consistently and in a timely manner. When organizational goals are provided after the actions that will make them successful should have started, they are seldom achieved.

Sailing together


At the work group level, teams collectively connect to organizational mission, vision, and values as well as setting goals that connect them to other teams in the organization. Team is defined as any group at any level of an organization where everyone shares a responsibility. The cascading goals that are developed by teams at all levels of the company should all feed into the organizational goals. 


Individuals connect to an organization through the team or work group. When a team has defined and understood its connection to the organization and each person shares responsibility for the collective outcome, individual goals should be set. To be fully aligned, personal mission, vision, and values will connect to the organization through the team. Individual goals then support team goals that support organizational goals. 

When each organizational level aligns, groups and individuals can be empowered. Without alignment, empowerment becomes chaos as each person and work group operates in a disconnected, misdirected manner.

Leading Self: A Case Study

Published on: Mar 12, 2012 | Tags: General, Personality, Trimergent, Self Leadership, Productivity, Mission, Vision, Communication

Many professionals struggle with a lack of clarity and direction in their career. This has a direct impact on life direction as well. We share a common desire to experience purpose, passion, and reward for our work. One young professional found herself in just such a position.

She works for a large healthcare organization in Central Texas that represents many professional opportunities yet, as with most large organizations, can be challenging to navigate in terms of career path. As she sought clarity on the direction of her life and career, she decided to participate in the Trimergent Leadership® System Leading Self course. She said, “I wasn’t really sure what I was going to do career-wise.”


Her participation resulted in a personal mission and vision that were supported by her core values. She also developed a clear understanding of her personality as well as her passions. These, plus the identification of her strengths and weaknesses, positioned her to be true to self.  

“It is definitely a challenge,” she said, “It’s one of those things where you have to be willing to take an honest look at yourself, who you are. It’s extremely powerful. It was extremely eye opening and freeing.” The focus she gained through the Leading Self experience allowed her to know both who she is and who she is not.

The next step was to apply her experience on a day-to-day basis. She developed this ability as she practiced improved communication skills, life management and life balance. “Throughout Leading Self, I learned a lot about timing, being patient and really learning to voice who you are and being okay with that,” she reflected.

Once the course was completed, she possessed clarity and direction. “I was offered a couple of jobs during that time that were just a little outside my most suitable place to work,” she said, “They were things that, over time, would have really drained me. I don’t think that I would have had the awareness to recognize that without Leading Self. I actually turned those offers down.”

In the current economic climate, turning down good job offers is a very bold move. This surprised the people interviewing her and led to another meeting.

“They called me in and said ‘Those were nice offers, why did you turn them down?’” she recounted with a smile. “I was able to be open and honest and tell them why and additionally what I would enjoy doing, and they found a position to meet me where I was. It was pretty incredible that I got to have a hand in finding something I would really enjoy. That all came out of Leading Self.” In addition, she received a significant salary increase.

She credits discovering who she is designed to be to the Leading Self experience. “I’m able to be more of the person I desire to be in more areas of my life,” she said.

 Trimergent Leadership® System Leading Self is available for groups in a 5 day or 10 day format. Individuals can experience it in an 8 session coaching format.


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