1. BECOMING
AN OWNER
THE VALUE
Ben Jackson | Brigham Van Auken | Suzy Bathel | Janet Malsam
Marcques Johnson | Marty Martinez | Jacob Francis | Kelsey Jeratowski

2. COMPANY VALUE: ACT LIKE AN OWNER
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3. OUR PROJECT FOCUS
Research what Value means and is intended to communicate
Find stories in GCO that highlighted this value
What we learned
Ownership is challenging and often goes unrecognized
There are consistent characteristics of owners
We are all owners
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4. DEFINING THE BELIEF SYSTEM
What makes you an owner?
How can we identify ownership traits?
Can this be changed?
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5. THINKING LIKE AN OWNER
What most people perceive ownership to be:
1. Privilege
2. Control
3. Entitlement
4. Luck - Being in right place at right time
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6. THINKING LIKE AN OWNER
What ownership is:
1. Doing small things right
2. Taking responsibility for mistakes
3. Demonstrating trustworthiness
4. Discipline – Being in the right place when the time comes
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Model of Owner | Warran Buffett
Known for investing as though he ‘owned’ the
company, teaching his children financial
responsibility rather than entitlement, and living
very modestly, despite massive wealth

7. What does Acting Like an Owner Mean to You?
We interviewed several small business
owners to get insight into what they think
“Acting Like an Owner Means”
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8. What does Acting Like an Owner Mean to You?
Doing small things right,
even when no one is
looking.
Example: Employee worked all weekend when
owner was out of town to correct errors in financial
report, didn’t tell the boss, just got it done.
Don’t assume anyone
else will do something –
do it yourself.
Examples, marketing guy was ‘caught’ fixing broken
toilets, manager climbed on the roof to check the
AC unit as it took too long for repair guys.
Treat customers like
family-every single
customer matters. Bad
customer experiences
can break you.
Example: Employee took customer out to lunch
after she heard the customer’s grandfather had
passed away.
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9. STEPS TO ACTING [MORE] LIKE AN OWNER
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10. LEAD BY EXAMPLE
Act the way you want your managers to behave.
“Be the change you want to
see in the world.”
-Ghandi
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11. IT'S OUR COMPANY
Refrain from using the phrase “that’s not my job” and focusing
finding out who can help.
Remember to share the credit for your successes, even when you
think it was ‘your idea’
Own the blame, even when you were not directly at fault – One
team.
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12. TAKE LINKEDIN'S SUCCESS PERSONALLY
You have a stake – win or lose.
Treat this like your own livelihood.
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13. GCO OWNER STORIES
Janet with Phone Support: Best Customer Experience
California was offline for a day. Omaha had a team meeting. Janet
stepped in to cover phones by herself without being asked. She wanted
to make sure that our clients could get the help they needed.
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14. GCO OWNER STORIES
Jocelyn with provisioning: Championing
Noticed a process that needed to be addressed and ‘owned’. Created
process documents, met with key contacts and developed a roadmap for
success which became a leadership position within Enterprise Support.
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15. GCO OWNER STORIES
Marcques with Project Skywalker (ES QA Program): Contributor
Spent great deal of time collaborating with project managers and program
designers to help identify issues with previous programs, best practices
moving forward. His contributions were simply what was in the best
interest of the company and the team, not focusing on his own
recognition.
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16. GCO OWNER STORIES
Suzy with Global Account Support model: Partner
When she first started in Strategic/Global Support, it
functioned as a inquiry based support model. Through
engagement with the Global Account Managers [GAMs] and
adding value to the client with regular communications
outside of support related inquiries and providing important
product updates, she has changed the way the Enterprise
Support role is perceived as well as improved client
relationships for the GAMs.
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17. PRACTICAL APPLICATION
Practice using ‘we' language, not they or “the company” or “that
team”
We are responsible for giving feedback, even if our opinion isn’t
popular
We celebrate and recognize the successes of your peers
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18. THINKING DEEPER
Begin with the end in mind. Owners do not set out to fail, they set
out with a vision of how they can improve something or an
experience. With every interaction, visualizing how you want the
call or contact to go will often lead you to it.
Become conscious of your reputation. Your work, your
communication, your team are all a reflection of how you are
‘known’. Consider your most recent communication – did you
focus on blame, excuses and denial or accountability,
responsibility and of course, ownership.
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