CSB Formerly Sonar6

Developing Capabilities & Leveraging Strengths in Sonar6 » Developing & Leveraging Organizational Ownership

Developing & Leveraging Organizational Ownership

This measures how well a person demonstrates values alignment: their
reliability, integrity and engagement as a member of the organization.

Indicator Develop capability Leverage strength
Integrity & Openness A degree of professional façade is arguably required within most roles. A lack of openness, however, can become a problem when information and motives are misunderstood by others.

Encourage two-way communication and always explain the rationale behind decisions and actions. At leadership levels, enforce an ‘open-door’ policy at team meetings to encourage staff to approach you with their issues/ concerns.

Announce timetables for important decisions to reduce the negative consequences of the informal ‘grapevine’ of communication. At an interpersonal level, you might tend to withhold some interesting parts of yourself until you have sensed openness from another person.

While this can be an effective strategy in some situations, building openness relies on you to 'put yourself out there'.
Integrity, honesty and openness tend to breed loyalty and trust in peers and employees. This is an essential leadership trait, which engages others (peers or employees) to go the extra mile on initiatives.

Use this talent to set the behavioural tone or culture for the team or organization. As an employee, you could provide an excellent "check-and-balance" for situations requiring moral debate.
Enthusiasm & Engagement Work towards individual goals that are aligned with those of the organization.

Complete a development plan, outlining long-term (10 years), medium term (3 years) and short-term (3 months - 12 months) goals.

Set yourself 2 goals that can be actioned within 12 months.

On a daily basis, ask yourself, "what are the three main things I can do today that will have the most impact for my organization?".

Link these back to your own development plan. Buddy with someone to assist you with this goal setting and goal measurement.
As an ambassador for the company, identify speaking opportunities on your ‘expert’ area or work that you have been doing.

As a role-model, you may also thrive as a mentor with others, being able to align individual objectives with those of the organization.
Reliability & Conscienscious- ness To improve in this area, adopt an “owner” attitude whereby you think of the organization as your own business. How would this change your approach to tasks?

Identify a peer who demonstrates exceptional reliability in implementing initiatives. Observe how he or she assesses the situation, identifies key players, and maintains commitment to seeing the initiative through.

Try to incorporate these behaviours into your own way of doing things at work. Reflect on progress in writing and with a possible coach/mentor.
You tend to thrive on responsibility and autonomy. Tell your manager that you work best when given the freedom to follow through on your commitments, and that you would prefer to check-in at the end of a project rather than during.

Keep volunteering for more responsibility, as your individual circumstances permit, although balance this with the ability to say no to things that should not be prioritised.