“Ownership thinking, that’s what I want to focus on,” Joel said. “Too many problems bubble up to my level. I want my team to own the problems that come their way.”

“Explain to me,” I replied, “how problems bubble up to you?”

“Pretty simple,” he started. “The team encounters a problem they can’t solve, so they bring it to me, deposit it on my desk and leave. It’s now on my desk, so I end up owning the problem. I want that to change.”

“Why do you think they can’t solve the problem?”

“You’re right. Sometimes, I think my team is totally incompetent. They can’t solve the problem because they are incompetent.”

“So, is there a connection between competency and owning the problem?” I wanted to know. “Is it possible that if you are not competent, you cannot own the problem?”

Joel thought for a minute. “Are you suggesting a shift in my focus?”

I nodded. “You can focus on who owns the problem, or you can focus on competence, meaning increasing competence. Do you think that team members, competent to solve the problem, hesitate to own the problem?”