In any organization, the key to lasting change is fostering a culture of innovation that thrives on change. To do this, employees need to have ownership of the mission. But what does that really mean?
What It Means to Have Ownership in the Mission
When employees have ownership in the mission, they aren’t just showing up to perform tasks—they are emotionally and mentally invested in the organization’s success. It becomes more than just a job. It becomes a calling. And when it’s a calling, people work with a sense of purpose, taking pride in what they do and striving to make a meaningful impact.
Ownership in the mission means employees feel empowered to contribute ideas, solve problems, and actively drive the organization forward. It’s about giving people a sense of responsibility, not only for their roles but for the entire team’s success.
Why Ownership Is Important
When people feel like they’re a part of something bigger than themselves, their mindset shifts from “this is just my job” to “this is my mission.” When that shift happens, they are far more engaged, motivated, and committed to achieving the organization’s goals. Instead of resisting change, they seek it, knowing that innovation is the path to progress.
A workforce that feels ownership in the mission is a workforce that thrives on change, rather than fearing it. And this, in turn, fosters a culture of innovation—one where new ideas, fresh perspectives, and bold solutions are encouraged.
My Experience at LA Metro: From Chaos to Cohesion
When I arrived at LA Metro as the Chief Safety Officer, I entered a situation that could only be described as utter chaos. LA Metro had not enforced fare collection or the code of conduct for two years during the pandemic. The result was a public transit system that felt more like Mad Max and the Thunderdome than a safe space for commuters. There were stabbings, shootings, and assaults on both riders and employees.
Within the System Security and Law Enforcement Department, the culture was broken. People tried to make it through each day without being dragged under by the undertow. They lacked the leadership and empowerment to create meaningful change. I was the third or fourth Chief in as many years, and they had seen this before. The older staff knew they just had to wait me out. Every time I suggested a change, I was met with a long list of reasons why it couldn’t happen.
Finally, I made a clear mandate: excuses would not be tolerated.
But here’s what I learned early on: our department didn’t have the resources, power, or budget to make the changes we needed on our own. That’s when I realized the critical truth—safety and security had to be everyone’s responsibility.
Creating a Culture of Team Ownership
To shift the culture, we had to break down the silos that were holding us back. It couldn’t just be the System Security and Law Enforcement Department working on security. We needed to bring in other departments—Operations, IT, Finance, and Safety. Everyone had a role to play in fixing the issues we were facing.
We created task forces to tackle specific problem areas. But more importantly, we gave everyone who participated ownership in the solutions. Suddenly, it wasn’t just our department’s mission—it was Team Metro’s mission.
And then something magical happened.
The team effort created the momentum we needed to calm the chaos. Employees from other departments who hadn’t previously been involved in these conversations were excited to contribute their expertise. They felt empowered, not just to suggest solutions, but to help implement them. The barriers between departments began to fall, and we became a unified force, working toward the common goal of creating a safer, more efficient Metro system.
Innovation Thrives When Silos Fall
When we developed a new technology task force, we invited all departments to submit their wish lists for what they needed. The excitement grew as people started to see the potential of what could be. That energy created even more momentum for change. The more we worked together, the more ideas flowed. People were no longer working in isolation; they were collaborating to create real, meaningful innovation.
The most important lesson I learned from this experience is that when silos are removed and people are empowered to take ownership, magic happens. Innovation flourishes. People become excited about change because they feel like they have a stake in the outcome.
The Power of One Team
The change we created at LA Metro wasn’t about any one person or department. It was about the power of one team. By giving employees a voice and a sense of ownership, we transformed a culture of chaos into a culture of innovation and collaboration.
Conclusion: Building a Culture That Thrives on Change
As a leader, if you want to foster a culture of innovation, you must start by giving your employees ownership in the mission. Break down the silos that prevent collaboration. Involve people from every department in the problem-solving process. Encourage open communication, and give your teams the autonomy to take ownership of the solutions.
When your team feels empowered, they will approach change not with fear but with enthusiasm. A sense of purpose will drive them, and the entire organization will benefit from the innovation that follows.
At the end of the day, change isn’t just about processes—it’s about people. When people feel like they are part of the solution, they will work harder, think more creatively, and drive the kind of innovation that makes a lasting impact.
As you move forward in your leadership journey, ask yourself: How can I create a culture where ownership and innovation thrive? How can I empower my team to embrace change and see it as an opportunity, rather than a threat?
When you foster this kind of environment, you’ll be amazed at the magic that happens.
About Gina L. Osborn Gina L. Osborn is a former FBI Assistant Special Agent in Charge, former Chief of Safety for LA Metro, and recognized expert in security, crisis management, and leadership. With extensive experience combating international terrorism, cybercrime, and violent crime, she is committed to helping organizations develop effective, proactive safety strategies and shares lessons on authentic leadership, leading through chaos, crisis, and change, and rising to the top in male-dominated fields. To learn more, visit www.ginalosborn.com.