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Most organizations say they want employees who take ownership.
Then they make people ask permission for just about everything.
They hire smart people, give them a job description, set their KPIs, outline their processes, and establish a few layers of approvals. Then they wonder why nobody thinks beyond their own responsibilities.
We’ve been thinking about what that says about leadership.
Because some of the people who understand your business best might not be sitting in the leadership meeting. They’re answering customer questions, working through broken processes, coordinating projects, and noticing the things that could work better. They see the problems firsthand. They may even know how to fix them.
But seeing a problem and feeling empowered to do something about it are two very different things.
And telling people to “take more ownership” doesn’t magically make that happen.
What if, instead of developing employees to simply perform their jobs, we developed them to create value through their jobs? To ask better questions, connect the dots, make thoughtful decisions, and turn ideas into action.
That’s a different kind of leadership. And it might be one of the biggest advantages an organization can build in an AI-powered world.
That’s what this week’s article explores: why leadership can’t stay at the top, what it takes to develop it at every level, and how to build an organization where more people are equipped to make things better.
Book a complimentary discovery call and let's find where your organization is quietly leaking energy.
Reply and answer this: What's the one thing your team works around every week that everyone's just accepted as normal?
The ice cream shop that makes money when it's cold
28 Wishes sells ice cream in Los Angeles. Below 70°F, sales fall about 20%. The weather is out of their hands. Rent isn't.
So the owners started putting about $20 a day into Kalshi weather markets, taking the cold side. The days that keep customers away now pay something back.
This is hedging. Big companies have done it for decades, buying protection against bad weather, fuel spikes and rising rates. It used to take a broker, a trading desk, and an order size no corner shop could meet.
Kalshi opens it up. Contracts on weather, fuel prices, inflation, tariffs and regulation, starting at a few dollars. Take a position on the outcome that would hurt you. If it hits, the payout softens it. If it doesn't, the contract expires and the good month was the point.
