“ Ownership is about being proactive , paying attention to detail , committing to look for solutions and exhibiting a pervasive sense of responsibility for quality and outcome .”
ONE OF THE MOST CONSISTENT CONCERNS in spa and resort organizations is the lack of ownership among new staff . Ownership means more than just fulfilling job duties : Leaders often talk about needing team members who have a sense of personal investment in the organization ’ s success , take pride their own performance and contribute to the overall success of their team . Ownership is about being proactive , paying attention to detail , committing to look for solutions and exhibiting a pervasive sense of responsibility for quality and outcome .
Watch for all 10 Leadership Lessons for Thriving Spa Teams from Dr . Jonathan Ellerby in future Pulse issues .
Organizations with staff members who feel a high sense of ownership tend to be more efficient , consistently achieve better outcomes and require less intervention .
These teams also boast higher employee satisfaction and morale . Despite the clear importance of ownership , many leaders overlook what it takes to create more of it — even as it seems to be in a steady decline .
In the spa world , many senior leaders “ grew up ” in the hospitality industry . They have a natural passion for their work and a frustration with those who don ’ t share their enthusiasm . However , given recent shifts in the job market and changing attitudes toward employment longevity , it is important to adjust your expectations . Avoid hasty judgments of people who don ’ t share your enthusiasm , and instead put your energy into helping them find their own passion for their roles .
While many generational , psychological and social factors contribute to a decline in a sense of ownership , the question remains : How do we improve it ?
Consider this list of 10 intentional actions to boost team ownership , then select three you can practice over the next month .
“ Ownership is about being proactive , paying attention to detail , committing to look for solutions and exhibiting a pervasive sense of responsibility for quality and outcome .”
OCTOBER / NOVEMBER 2024 n PULSE 21