I was recently in Atlanta hosting a breakout session at the Training 2015 conference and a participant asked me, “What’s the best way to build individual capacity among my team?”

I answered that building capacity is much less about giving people more knowledge and much more about helping them use the knowledge they already have to accelerate their decision making. There is a huge capacity in everyone that we can tap into and by so doing we are going to get more done with less.

Check out my suggestions on how to increase the capacity of your team in my article, Building Capacity Through Decision Making:

I will be touching on how you can build capacity in my upcoming keynote at HR West, March 2-4. I’d love for you to drop by. You can also get an exclusive discount for being my guest!

Cheers, Alan Fine

T&D SummitFEBRUARY 23-24Los Angeles, CA

HR WestMARCH 2-3San Francisco, CA

IMS APRIL 14Philadelphia, PA

Early Learning Leaders ConferenceAPRIL 16St. Louis, MO

HRMAAPRIL 29Vancouver BC

ATD 2015 ICEMAY 17-20Orlando, FL

For more events or to book Alan Fine, visit Alan-Fine.com.

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NY Times Bestselling Author • Performance Expert • Keynote SpeakerNY Times Bestselling Author • Performance Expert • Keynote SpeakerNY Times Bestselling Author • Performance Expert • Keynote Speaker

Alan Fine Answers: What’s the Best Way to Build Capacity?

Accountability is one of the most desired

things in any organization and can be one

of the hardest things to create.

Leaders constantly wrestle with how to increase

accountability in the belief that it will help people

be innovative, passionate, and release their

discretionary e�ort to go the extra mile. While

accountability is very important because it certainly

creates compliance, the stu� of high performance—

commitment—comes from a di�erent source.

Ownership! Accountability and ownership are similar,

yet di�erent, and confusing the two can be the

di�erence between compliance and commitment.

Outside-In or InsideOut Think about this common workplace scenario:

delivering a monthly report. Typically, reports are

due by a deadline. Accountability ensures the report

is accurate and consistently delivered on time, every

time. The employee who is being accountable will

say, “Here is what you’ve asked for.”

Ownership ensures the report is accurate, delivered

on time, and might also include suggestions for

improvements that are directly connected to the

end results the report is intended to address. The

employee who has ownership will say:

“Here is what you asked for. I also thought about the

real purpose of the report and here’s what I found:

the data we’re using would be more accurate if it

was pulled from multiple sources. The data would

also be easier to interpret with a di�erent template.

I recommend we include this other data source and

this color coding for the template.”

So, one way to distinguish between accountability

and ownership might be: accountability is doing what

needs to be done because someone expects it of

you, while ownership is doing what needs to be done

because you expect it of yourself.

by Alan Fine New York Times Bestselling Author and Performance Expert

Accountability OR Ownership:

Moving People from Compliance to Commitment

Accountability or Ownership

Low Ownership

Low accountability

HighOwnership

Highaccountability

Turns in accurate reports on time,

every time

Turns in reports late and

inaccurately

• Turns in accurate reports on time, every time

• Develops better solutions for how the reports should be completed

• Goes beyond the minimum requirement and produces something that is of greater benefit to the company

• Solves a di�erent problem

• Turns in reports late and inaccurately

alan-fine.com © 2015 InsideOut Development. All rights reserved. 2

Accountability OR Ownership:

Moving People from Compliance to Commitment

Ownership is not something we put into people from

the outside, it is already within our people. We create

the environment in which it can be released. New

employees on their first week on the job are almost

always excited and committed; you can see the light

shining in their eyes. They will do almost anything,

even work late hours, to get the job done. Yet one

year later, the light isn’t shining as brightly, they do

the minimum necessary to avoid a poor review, and

leave early every chance they get. At some point they

became shut down. They didn’t get a thank you, were

not acknowledged, and no longer feel appreciated

for their contribution. In their mind, they develop a

story that says taking ownership isn’t recognized and

appreciated and is therefore not worth doing. It’s like

being bitten by a dog—once bitten, twice shy!

Restoring OwnershipPeople need three things for ownership: Faith, Focus,

and Fire. They need to believe (Faith) that if they take

ownership, it will be recognized and rewarded—at a

minimum—with a heartfelt thank you. Only then will

they pay attention (Focus) to what else can be done

beyond compliance. When both of these are present,

they will become passionate, engaged, or in other

words, fired up (Fire).

GOAL: What do I want

REALITY: What’s been happening

OPTIONS: What might I do

WAY FORWARD: What will I do

Ownership is not something we put into people

from the outside, it is already within our people. We create the environment

in which it can be released.

Alan Fine is an internationally Alan Fine is an internationally

sought a�er performance sought a�er performance

innovator, the co-creator of the innovator, the co-creator of the

widely recognized GROW® Model, widely recognized GROW® Model,

and pioneer of the modern-and pioneer of the modern-

day coaching movement. In day coaching movement. In

addition to his work in human addition to his work in human

performance, Alan is also a New performance, Alan is also a New

York Times Bestselling Author, keynote speaker, and well-York Times Bestselling Author, keynote speaker, and well-

respected business executive and professional athlete respected business executive and professional athlete

coach. He has dedicated the past 35 years to helping coach. He has dedicated the past 35 years to helping

people from all walks of life elevate their performance and people from all walks of life elevate their performance and

unlock potential. unlock potential.

Alan’s work has significantly impacted the organizational Alan’s work has significantly impacted the organizational

culture and business results of companies like IBM, NASA, culture and business results of companies like IBM, NASA,

GAP, and Coca-Cola and touched the lives of athletes GAP, and Coca-Cola and touched the lives of athletes

such as Davis Cup tennis star Buster Mottram, and PGA such as Davis Cup tennis star Buster Mottram, and PGA

golfers Phillip Price, David Feherty, Colin Montgomerie, golfers Phillip Price, David Feherty, Colin Montgomerie,

and Stephen Ames. and Stephen Ames.

Alan’s thought leadership on the nature of performance Alan’s thought leadership on the nature of performance

and the art of coaching for performance improvement and the art of coaching for performance improvement

includes his New York Times Bestselling book, includes his New York Times Bestselling book, You Already You Already

Know How to Be GreatKnow How to Be Great, as well as numerous other research , as well as numerous other research

articles and publications.articles and publications.

To learn more about Alan and his breakthrough message, To learn more about Alan and his breakthrough message,

visit visit alan-fine.comalan-fine.com..

ABOUT THE AUTHORABOUT THE AUTHOR

Let’s go back to turning in a report. If I don’t believe

(Faith) I will be acknowledged in any way for doing

more than complying, then I will not have the energy

(Fire) to look for (Focus) ways to make it better.

In order to elicit ownership more o�en, perhaps it’s

time to think less about what we need to get people

to do, and more about what blocks to Faith, Fire, and

Focus we need to remove for them.

v 1.4

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What Sets Utah’s 100 FastestGrowing Companies Apart?by P I V O T P O I N T

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Each year, the MountainWest Capital Network receives applications from thousands of organizations

vying to receive a spot on the 100 Fastest Growing Companies in Utah list. This annual award

recognizes businesses with a proven track record of rapid growth.

This year’s Utah 100 recipients were recently announced and for the third year in a row, InsideOut

Development was announced as a winner. InsideOut was honored at a luncheon ceremony October 21

in Salt Lake City and was one of only two leadership development companies on the list.

We asked the MountainWest Capital Network (MWCN) and InsideOut Development CEO Kim Capps

to share what it means to be a recipient of the Utah 100 and how the organizations on the list stand

out above the rest.

What was the selection process like for the Utah 100?

MWCN: To be eligible for consideration in the Utah 100 fastest growing company category, a company

must be Utah-based, be a U.S. organization, have reported a minimum of $50,000 in revenue in the

base year 2009, and have five years of operating history. We then select winners based on the

percentage of revenue growth out of each of the companies that apply. For the 2014 award, the

winners represent multiple industries, including information technology, biomedical and biotechnical,

healthcare, retail, construction, and business services.

What would you say sets Utah 100 recipients apart from other companies?

MWCN: The companies on the Utah 100 show the entrepreneurial spirit that is alive and thriving in our

business communities. The Utah 100 illustrates that people can succeed in any industry in Utah if they

are prepared to follow their vision, assemble the right resources, and make the sacrifices that are

required to achieve economic success.

Kim Capps: Each of the businesses named to the Utah 100 are growing rapidly and have a passion for

the product, for making impact, and for providing a strong culture. I’m pleased to be included on this list

and to oversee the progress InsideOut has made over the last year.

How you would describe the recent growth of InsideOut Development and its plans for future growth?

Kim Capps: I’m gratified that InsideOut has been named as one of the fastest growing companies in

Utah for three years in a row, but our growth is not yet complete. We’re still figuring out things that I

believe will contribute to more significant growth. We have an exciting future ahead.

To see the full list of companies named to Utah 100, visit http://www.mwcn.org.

Getting to Know You

Q&A: What the BESTCompanies Know

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