Ownership vs Performance Matrix -Part-2

 Ownership vs Performance Matrix -Part-2

Low on ownership and high on performance – Drivers

These are the people who meet their targets and fulfil their KPIs to ensure they receive a good appraisal. They perform to protect their position, to prove themselves, and to build their profile. They are driven from within and do not get emotionally tied to the organisation.

1. Leverage Their Ambition

Channel their self-motivation toward organisational goals by:

·       Aligning personal success with team success – Structure incentives so their individual achievements contribute to broader outcomes

·       Offering visible recognition – Public acknowledgement feeds their need to build a strong profile

·       Creating advancement pathways – Clearly map how their performance leads to promotions, titles, or high-visibility opportunities

 2. Build Emotional Connection Through Rational Means

Since they don't get emotionally tied to the organisation, appeal to their logical self-interest:

·       Connect them to organisational purpose – Show how the company's success directly enhances their own career capital and market value

·       Involve them in high-stakes projects – When their reputation is on the line, they invest more deeply

·       Highlight interdependence – Demonstrate that their personal brand is strengthened when the organisation and their colleagues succeed

 3. Redefine Ownership in Their Language

They may not naturally take ownership beyond their defined scope. Encourage it by:

·       Giving them ownership of high-visibility initiatives – Frame it as an opportunity to showcase leadership

·       Linking ownership to autonomy – Offer greater freedom and decision-making authority in exchange for broader accountability

·       Using metrics, they care about – Define ownership in terms of outcomes that directly impact their appraisal and profile

 4. Manage Their Impact on Team Culture

Drivers can unintentionally create friction. Address this by:

·       Setting collaboration as a performance criterion – Include peer feedback or team contributions in their appraisal

·       Creating win-win scenarios – Design goals were helping others while advancing their personal metrics

·       Pairing them with mentors who model balanced leadership – Expose them to senior leaders who combine high performance with organisational commitment

 5. Retain Them Strategically

Since they are not emotionally attached, they are at risk of leaving for better opportunities:

·       Conduct stay interviews – Regularly ask what keeps them engaged and what might lure them away

·       Customise retention incentives – Offer personalised rewards such as executive exposure, industry networking opportunities, or fast-track development programs

·       Acknowledge their contributions explicitly – Regular, specific recognition reinforces that their efforts are seen and valued

 6. Channel Their Drive Toward Long-Term Value

They focus on short-term targets for appraisal. Shift their perspective by:

·       Including long-term goals in KPIs – Add metrics related to sustainability, process improvement, or capability building

·       Giving them stretch assignments – Challenge them with projects that require patience, influence, and cross-functional coordination

·       Connecting their work to legacy – Frame contributions in terms of lasting impact that enhances their professional reputation

MM.L.Narendra Kumar

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