Years ago, while working on my dissertation about Black faculty satisfaction, I encountered a framework by Linda Evans that would fundamentally shape my approach to leadership. Evans categorized job satisfaction into three distinct areas: satisfied by—what most motivates a person to work; satisfied with—being content with one’s work; and dissatisfied—general unhappiness with work.
My research sought to understand a puzzling paradox: why were Black faculty more satisfied at Historically Black Colleges and Universities (HBCUs) than at Predominantly White Institutions (PWIs), despite PWIs offering higher salarier and better tenure rates (at least at the time)?
I conducted interviews with faculty at both institution types, expecting to find the answer in cultural connection. What I discovered, however, transcended institutional identity entirely.
The most satisfied faculty shared a profound sense of ownership. Each contributed something unique—a class no one else taught, a distinctive service learning initiative, a community project they pioneered. The specific contributions varied, but the underlying theme remained constant: these individuals felt like essential architects of their institution’s mission, not merely participants in it.
Sixteen years later, this discovery continues to guide every leadership decision I make. I have built my career on a simple wager: when employees experience genuine ownership over meaningful work, they will exceed expectations—not only for the institution, but also for the students we serve.
More powerfully, I believed this sense of ownership, if cultivated across an entire organization, could generate exponential returns. This belief led me to develop five core principles for building ownership-driven cultures.
1. A Focus on Mission: Work is work—I recognize that. But we can create environments where people do more than simply collect a paycheck. This begins with a clear, purposeful mission. Whether focused on community impact, student success, or advancing knowledge, every team member must genuinely believe in it. That conviction starts at the top. Leaders must embody the mission through both words and actions, demonstrating unwavering commitment. Beyond personal conviction, mission-alignment should be a primary criterion in hiring decisions, second only to qualifications.
2. Cultivating Ownership: As my dissertation revealed, people thrive when they see themselves as vital contributors rather than interchangeable parts. Each person needs to understand how their unique strengths advance the mission. A leader’s responsibility is creating those connections—showing individuals not just what they do, but why it matters.
3. Strategic Goal Setting: Belief and ownership alone aren’t enough. Employees need tangible evidence that their efforts drive progress. Effective leaders set stretch goals that push people beyond their comfort zones without crossing into unattainable territory. These carefully calibrated targets sustain motivation and fuel continued innovation.
4. Personal, Specific Praise: Institutional work is often thankless. Without recognition, even dedicated employees begin to feel invisible or undervalued. While it’s impossible to catch everything, strong leaders make it a practice to offer specific, personalized praise when they can. Being seen and appreciated drives sustained excellence far more effectively than generic acknowledgment.
5. Structured Reflection: No leader can track every accomplishment across an organization. That’s why building in regular moments for reflection is critical. When employees pause to recognize their own achievements, they develop something even more powerful than external validation: intrinsic motivation. Each semester, I send a message encouraging my team to reflect on what they’ve accomplished. This simple practice helps people internalize their value and fuel their own continued growth.
Sixteen years ago, I learned a fundamental truth: there’s a profound difference between employees who are merely satisfied with their jobs and those who are satisfied by them. The former show up and do the work. The latter transform organizations.
Ownership is the bridge between these two states. But ownership doesn’t emerge spontaneously—it requires intentional cultivation. By anchoring culture in a compelling mission, connecting individuals to meaningful contributions, setting ambitious yet achievable goals, recognizing specific achievements, and creating space for reflection, leaders can build organizations where ownership becomes the norm rather than the exception.
When that happens, we don’t just improve student success metrics or boost productivity. We create places where people find purpose in their work and, ultimately, change lives—starting with the students who depend on us to be at our best.
The Everyday Human 