Chapter 17 The Ownership Loop: Think It, Do It, Own It

Imani Rhodes

Picture this: I’m nineteen, it’s finals week, and I realize I lost a library book I really need for my last paper. Not just any book—the only copy the library had. I could’ve blamed my roommate for moving stuff around, or just avoided the front desk and hoped no one noticed. Instead, I walked up and said, “I lost the book. I’m sorry. What can I do to fix this? "The librarian didn’t scold me—she just helped me figure it out. Paid the fee, replaced the book, and I finished my paper on time. The funny part? A few weeks later, when I needed help finding sources for another assignment, that same librarian went out of her way to track down exactly what I needed. Not because I was special—just because I owned my mistake and treated her with respect. Small acts of ownership don't just fix problems—they build quiet trust with the people around you.

Miles Carter

That’s such a classic Imani story. And it’s not just about reputation—there’s real data behind this. In the UK, companies that switched to Employee Ownership Trusts saw an 8 to 12 percent productivity boost. That’s not just a rounding error. That’s, like, actual money and engagement on the table. When people feel like they own the outcome, they show up differently. They close loops, they don’t just clock in and out.

Imani Rhodes

Exactly. And I think we get tripped up by this idea that “ownership” is only for people with the big titles. But what does extreme ownership look like for the rest of us? Like, what does it mean for the person answering phones, or the new hire in the back office? It’s not about your job description—it’s about your mindset. Are you the person who says, “That’s not my problem,” or the one who says, “Let me see what I can do”?

Miles Carter

Yeah, then - actually "see what you can do"! And it’s not about being a hero every day. Sometimes it’s just following up on that IT ticket you filed three weeks ago, or noticing a process gap and actually suggesting a fix. CEOs, coaches, they all want people who don’t just do the minimum—they want folks who see a mess and clean it up, even if it’s not “their” mess. That’s the stuff that builds trust, and honestly, it’s what gets you noticed for the right reasons.

Imani Rhodes

And it’s contagious. When one person owns the outcome, it gives everyone else permission to step up, too. It’s like, “Oh, we’re doing that here? Cool, I’m in.”

Miles Carter

Totally. And, I mean, we’ve talked in past episodes about how language shapes trust and credibility. This is the next level—your actions are the language now. You’re saying, “I’m someone who finishes what I start.”

Miles Carter

So, let’s get into this “above the line” thing. If you’ve read The 15 Commitments of Conscious Leadership, you know what I’m talking about. Above the line is when you’re open, curious, and ready to learn. Below the line? That’s blame, defensiveness, needing to be right. It’s the difference between “What can I learn?” and “Who can I blame?”

Imani Rhodes

I love that. And it’s not just theory—companies like Bridgewater, with their radical transparency, or Next Jump, with their “Better Me + Better You = Better Us” mantra, they live this stuff. It’s not always comfortable, but it’s real. You mess up, you talk about it, you fix it together. No shame, no hiding.

Miles Carter

Imagine I’m in a call center, and a customer’s order got totally botched. Old me, below the line: “Well, the system glitched, and the night shift didn’t update the notes, so it’s not really my fault.” Above the line me: “I’m sorry, that’s on us. Here’s what I’m going to do to make it right, and here’s how we’ll keep it from happening again.”

Imani Rhodes

That’s it. Above the line isn’t about being perfect—it’s about being real. And when leaders model that, it creates psychological safety. People aren’t afraid to admit mistakes, because mistakes become learning moments, not blame-games. That’s how you build resilience. You bounce back, you get better, and you do it together.

Miles Carter

And it’s not just for leaders. Anyone can play the above-the-line game. Like, if you’re in a team meeting and something goes sideways, you can say, “Here’s what I missed, here’s what I’ll do differently.” That’s how you build trust. And honestly, it’s how you keep your sanity. Blame is exhausting. Ownership is energizing.

Imani Rhodes

And it’s a practice. You don’t just wake up one day and never go below the line again. You catch yourself, you reset, you try again. It’s like a muscle. The more you use it, the stronger it gets.

Imani Rhodes

So, how do you actually build this ownership thing into your daily life? Let’s get practical. First, close one unfinished task today. Just one. That email you’ve been avoiding, that follow-up you keep snoozing—finish it. That’s your “loop closed” moment. And then, ask a teammate, “How can I help us finish strong this week?” It’s simple, but it shifts the energy from “me” to “we.”

Miles Carter

And if you want to reframe failure, try this: next time something goes wrong, instead of asking, “Who messed up?” ask, “What can we learn?” That’s how you turn mistakes into feedback, not fuel for the rumor mill. Speaking of which, Imani, you had that client story about killing gossip, right?

Imani Rhodes

Oh, yes. I worked with a team where gossip was basically the office sport. But the leader made a hard pivot—no more talking-about-people, only talking-with-people. If you had an issue, you brought it directly, with respect. It was awkward at first, but over a few months, the whole vibe changed. People started owning their part, and the drama just… evaporated. Radical responsibility isn’t just a buzzword—it’s a culture shift.

Miles Carter

Let’s do a quick roleplay for the listeners. Imagine you notice a small problem at work tomorrow—maybe the supply closet’s a mess, or a process is broken. Instead of thinking, “Not my job,” you step in, fix it, and let the team know. That’s it. That’s the habit. You don’t need permission to make things better.

Imani Rhodes

And if you want to make it stick, share your “loop closed” moment in the community. Post about the task you finished, or the gap you closed. Ask for advice, offer help, or just cheer someone else on. That’s how we turn ideas into action—together.

Miles Carter

Seriously, don’t just listen—do the action items. They’re what make this real. Find one thing you can close today, ask a teammate how you can help, and post your progress in the community. That’s how you build your reputation, your skills, and your next opportunity. And hey, if you see someone else’s post, jump in with support or your own story. That’s how we all get better.

Imani Rhodes

Alright, that’s a wrap for today. Remember, ownership isn’t a one-time thing—it’s a loop. Think it, do it, own it. We’ll be back soon with more tools and stories to help you lead with intention and build a life that works.

Miles Carter

And to everyone listening—stay above the line, and let’s keep building this together.