Own Your Work: The Journey to Career Success
“Leaders must own everything in their world. There is no one else to blame.”
- Jocko Willink
When I was coaching, the pace of work accelerated daily. I knew my career would never grow if I waited to be told what to do. I was also smart enough to know that in order to make an impact on my professional journey, it was essential to adopt the mindset of ownership—"owning MY work." This proactive attitude enhanced my personal development and contributed significantly to the success of the organizations I work within. So, how do you OWN your work?
Take the Initiative
Owning your work begins with the mindset of a self-starter. I was in charge when I walked into the weight room at USC in January 2001. Rather than sitting back and waiting for someone to tell me what path to take to train my athletes, I came in with my program in hand.
I had planned this day for years. I can go back to 1993 when I finally figured out my training philosophy while coaching at Subiaco Academy. It was honed when I worked with Scotty Conley’s football team at Trinity Valley in 1997, where my work paid off with a national championship. When John Stucky asked me to join him at the University of Tennessee, all of the “gaps” in my program were fleshed out.
These are the first three steps you need to take to own your work:
· Enter with a Plan: Begin to plan for the job you will have in the future. Create an organized roadmap that guides your day-to-day activities. Think of this as your “Plan A” while being prepared to pivot with "Plan B" or "Plan C" if necessary. This approach will clarify your role and allow you to adapt as challenges arise. When the time comes, you will be prepared to take control. These options will give you the answers before you are faced with the questions.
· Understand Organizational Needs: Reflect on why you were hired—what specific challenges does the organization face? By identifying these issues early on, you can prioritize your efforts and deliver impactful solutions that enhance your value within the team — Gage where the loyalties and the weaknesses of the different departments within the organization. Staying out of interoffice politics and being loyal to the one who brought you will allow you to fly under the radar as you establish your team and work.
· Build Your Staff: Remember, you don’t have to do it all alone. Surround yourself with high-performing individuals who complement your skills. Loyalty to you and your program must be the first characteristic of your staff. Avoid hiring people who go through the motions; seek out those committed to achieving results alongside you.
Outwork Expectations: Go Above and Beyond
When I arrived at USC, the head coach and the director of football operations apologized for the small, antiquated facilities. True, it was the worst major college weight room in the country, but I wouldn’t allow that to be an excuse. I smiled and said, “I’ll figure out something.”
One of the assistant athletic directors told me that if we brought USC back to the storied level it once held, they would bring money in wheelbarrows to fund a new weight room. After winning our first National Championship, I opened the doors, but no money appeared. The following year, we ran the table, winning back-to-back Nationals Championships, having turned out three Heisman trophy winners in 5 years. I ran into the same assistant athletic director and asked, “When will the wheelbarrows with the money show up?” He laughed and said, “Why do we need a better facility? We’re winning with what we have.”
The “weight room from hell” that Nick Saban and Urban Myer had laughed at when they visited my weight room one day (they were on campus filming ESPN commercials) had turned out nine post-season bowl games, seven BCS games, seven conference championships in a row, and played for three National Championships in a row, winning two.
If I had doubted our ability to succeed, the athletes would have lost their focus. I knew that if I did my work, the athletes would follow my lead and do their work, which, year after year, led them to the success they earned.
To truly own your work, aim to surpass the baseline expectations set before you:
· Outwork Expectations: Make sure that you fill your schedule in such a way that you will always be the first person in and the last person out each day. This level of commitment showcases your dedication to personal achievement and the entire team's success. When you do this, your staff will follow your lead. They will be as hungry for success as you are. We had a blue-collar attitude and a chip on our shoulder. Nobody knew who we were in the profession, but they damn sure knew our athletes were special.
· Humble and Hungry: My staff and I would go about our work without needing the pats on the back that some departments needed for just doing their job. We came in early and were the last to leave in the evening. We didn’t “guard our pencils” just sitting at our desks; we worked with athletes and with each other to help become the best unknown staff in college athletics.
· Grow as a Staff: I prioritized my coaches' moving on to their own programs, which helped me infuse new ideas and energy into my program. I wasn’t looking for the “best strength coach resume.” I brought in men and women who would add to my staff and the athletic department. My staff helped USC athletics add 15 national championships to its trophy count in nine years.
Establish Core Values in Your Workplace
I asked Jerry Pitzer one day what his criteria for hiring a coach were. He quickly responded: “Loyalty, Work Ethic, and Knowledge.” He explained, “You can’t teach the first two, and the third one, you want them to bring something to the table, but not so much that they could learn more.”
Five coaches that I hired at USC had no coaching background. However, they did have the first two qualities that added to my staff's culture and work structure: I can teach people how to coach; that was the easy part. Although I didn’t have a degree in physiology or kinesiology, I was named the best strength coach in the country in 2005.
A big part of this was that I lived in a culture I structured around my strength program. I worked hand-in-hand with my staff. I worked with the athletes every day. I coached until I lost my voice, motivating hard-headed kids who thought they knew their bodies better than I did.
As I took ownership of my responsibilities, I focused on creating an inspiring workplace culture that reflects core values:
· Loyalty: This was a priority for my staff and my athletes. When loyalty is evident, comradery flourishes, cultivating an environment where everyone feels valued and respected. I only had two rules: 1) Be Early and 2) Communicate because of the strength of my culture.
· Consistency = Trust: The athletes knew who we were and that all we expected was their best … every - single - day. I knew my program, which allowed me to push my athlete's envelopes but never break the athlete. Because of this, the athletes trusted me and would do what I asked, knowing I had their well-being front and center. When we worked, we worked harder than any team in the country, and when we had fun, we had more fun than any team. Consistency builds credibility. When the athlete sees the product you turn out consistently, they will trust that you will do the same with them. When you are consistent, those around you become consistent.
· Open Communication: An environment that encourages open dialogue builds the trust needed for long-term success. Open communication ensures that everyone feels heard and valued, cultivating respect among team members and enhancing collaboration. I encouraged questions from the athletes and coaches. When they understood the WHY, HOW, WHERE, WHEN, and WHAT, then they bought in deeper. I was totally transparent; I didn’t like surprises, so I never did that to my athletes. They knew what was on the schedule, and we finished the work that needed to get done, no more, no less. When you take away the mystery, those who work for you will hold nothing back; they will give you all they have each day. That’s how you get better.
Take Charge of Your Journey
Owning your work transcends fulfilling job duties—it’s about building an environment where innovation thrives through initiative, hard work, and mutual respect. By becoming a self-starter who understands organizational needs, consistently exceeds expectations, and instills a culture built on loyalty, consistency, communication, and respect, you’ll elevate yourself and inspire those around you.
So why wait? Start taking charge today! Integrate these principles into your daily routine and witness how they transform your career and positively impact those with whom you collaborate. Together, let’s redefine what it means to truly OWN our work!
Have an amazing day!
