PrizePicks Leadership & Management

What are the best practices you follow to cultivate ownership on your team? Where did you learn these practices?

Rewarding someone for the initiative rather than the outcome is undervalued. You always hope for the desired outcome in any project but that’s not always the case. When you reward individuals for taking the initiative, regardless of the outcome, it becomes easy to create an environment of ownership. 

How has a culture of ownership positively impacted the work your team produces? 

Individuals feel more empowered to drive solutions to the finish line. They are encouraged to take the initiative and solve the problem on their own or with a team. For instance, we have a few individuals who are interested in becoming an engineering manager. We give those individuals the opportunity to own a management initiative, whether that’s defining a process for retrospectives, setting standards for interviews or leading a small project.

What advice would you give to other engineering leaders interested in fostering ownership on their own teams?

Rewarding initiative rather than the outcome is a key aspect that’s often undervalued in fostering ownership within engineering teams. While achieving the desired outcome is always the goal, it’s essential to recognize and reward individuals who take the initiative, regardless of the project’s result. This approach creates an environment where team members feel encouraged to take ownership without the fear of failure. It’s important to remember that not rewarding efforts can discourage individuals from taking the initiative.

Leading by example is also crucial. As a leader, your role is to pave the way and clear obstacles, setting a standard for your team. When team members see their leader actively engaged and setting the example, they feel more empowered to drive solutions to the finish line.