The power of ownership in project teams
In most successful projects, there’s an invisible force that drives teams forward: ownership. It’s the mindset that empowers individuals to step up, take initiative, and influence the outcome of their work. In my many years of working with project teams, I’ve seen how a strong sense of ownership can be the difference between a high performing team and one that struggles to meet its goals.
But what does ownership in a project team really look like, and how can project leaders encourage it?
Ownership begins with mindset
At the core of every effective team member is the belief that their actions matter. Whether it’s tackling a tight deadline or addressing a roadblock, individuals who believe they have the power to make an impact are more likely to be proactive and solutions focused.
For instance, consider a team facing a delivery delay due to unforeseen challenges. Team members who take ownership might brainstorm ways to redistribute tasks, communicate transparently with stakeholders, or work together to identify further planning efficiencies. They recognise that their efforts, no matter how modest, can help steer the project back on track. It doesn’t take much of a leap of the imagination to see that the collective result of such an approach can be significantly impactful.
In contrast, a team that lacks this mindset might default to blaming external factors: “The supplier didn’t deliver on time” or “We were not allocated enough resources.” While these factors might be true, the difference lies in how the team responds to them. Ownership is about saying, “What can we do about it?”
The role of leadership in inspiring ownership
One of the greatest responsibilities that project leaders have is to create an environment where ownership thrives, which entails:
Empowering decision-making: When team members feel trusted to make decisions, they are more likely to take initiative. Delegating responsibility, not just tasks can help build confidence and accountability.
Encouraging reflection: Ask questions like, “What could we do differently next time?” or “How might we influence the outcome?” Such questions prompt individuals to focus on their sphere of control.
Modelling the behaviour: Project leaders who demonstrate accountability and resilience in the face of challenges set the tone for the rest of the team.
One of the most powerful philosophies I’ve employed on projects is: “We can’t control everything, but we can always control how we respond.” This perspective helps shift the team’s focus from dwelling on external obstacles to moving forward with meaningful action.
Building a culture of accountability
Ownership doesn’t happen in isolation; it’s deeply tied to team culture. When team members feel supported and valued, they are more likely to contribute fully and take responsibility for their part in the project’s success.
Here are some examples of how to foster such a culture:
Celebrate contributions: Recognise team members for their efforts, not just the outcomes. This reinforces the idea that their actions matter.
Encourage collaboration: When individuals see how their work fits into the wider plan, they are more invested in the project’s success. Regular check-ins and open communication can help align efforts.
Learn from mistakes: Instead of assigning blame, focus on lessons learned. A team that feels safe to take risks is more likely to take initiative.
The impact of ownership on project outcomes
Ownership isn’t a “nice-to-have”, it directly affects a project’s success. Teams that embrace this mindset are often more resilient, adaptable, and engaged. They don’t wait for someone else to solve problems; they tackle them head-on.
On more than one occasion I’ve worked with team’s managing high-stakes projects with very challenging deadlines and limited resources. However, instead of getting bogged down by the constraints, in each instance team members rallied together, finding creative ways to streamline activities and underlying tasks. The team’s belief in their ability to influence the outcome, despite the challenges, was a key factor in the success of these projects.
Conversely, I’ve seen projects struggle because of teams falling into a passive mindset, waiting for an external factor to change or for someone else to take charge.
The learning? Ownership drives action, and action drives results.
Encouraging ownership in your team
If you’re looking to foster a greater sense of ownership in your project team, start by asking:
Do team members understand how their work contributes to the project’s major goals?
Are team members empowered to make decisions within their areas of responsibility?
Is there a culture of trust and accountability?
Small shifts in how challenges are approached can have a ripple effect. When teams focus on what they can control, they unlock new levels of momentum, collaboration and resilience.
Closing thoughts
Projects will always face uncertainties and challenges; it’s a core facet of the work. But the mindset of the team can make all the difference. Ownership isn’t just about taking responsibility; it’s about believing that your actions as an individual can positively influence outcomes. The job of project leaders is to inspire this belief and can-do attitude to create an environment where every team member feels empowered to contribute their best.
#ProjectManagement #Teamwork #Leadership #Ownership #PositiveMindset
