FritzHenkelfoundedthecompanyin1876.AndinthelonghistoryofHenkel,manytalentedmindshavecontributedtomakinghisvisionareality.Togivejustthreeexamples:Henkeldevelopedthefirstself-actingdetergent,introducedthefirstsolvent-freeglue,andlaunchedtheworld’sfirstre-naturehaircream. 　　ThereasonsforthesucessofthiscompanyisthatRobertFrostoncesaid,"Isn'titashamethatwhenwegetupinthemorningourmindsworkfuriously--untilwecometowork." 　　Intheneweconomythiscan'tbetrue.Everyonemustcometoworkfullyengagedandreadytomakeadifference. 　　Aglobalrevolutionisunderwayandit'scallingforgutsyleaders--peoplewhocaninspireknowledgeworkerstoexercisetheirownbrandofleadershipbyassumingownershipandpersonalaccountability. 　　Thefuturebelongstothosewhounderstandthepowerofcultureanduseittofeedtheentrepreneurialspirit.Inthisarticle,wewillofferwaysyoucancreateaculturewherepeoplehaveavestedinterestinthesuccessofyourbusiness. 　　Equippeopletothinkandactlikeowners 　　Ifyouwantyourpeopletothinkandactlikeownersofthebusiness,youhavetodomorethanjustofferprofitsharing,providestockoptionsandsharefinancialinformation. 　　Youmusteducatethem.Itmeansdemystifyingthelanguageofbusiness,explainingwhatthenumbersmean,teachinghowthatinformationcanbeapplied. 　　AtSemco(aBraziliancompanythathasbecomeworldfamousforreal-worldbusinesspractices),everyemployeenotonlyreceivesthecompany'sfinancialstatements,butisencouragedtoattendclassesonhowtoreadandanalysethesereports. 　　Employeesmustunderstandhoweconomicvalueiscreated,howrevenuesandexpensestranslateintoprofit,howtheycancreatefinancialsecurityforthemselvesandtheorganisation,andwhatinvestorscontributeandwantinreturn. 　　Ownershiprequiresasweepingperspective,notanarrowfocusonaparticularproductorserviceline.Itdemandsgreatexecutioninthepresentwithaneyesimultaneouslykeptonthefuture. 　　Employeesmustbetaughttoseethemselvesasthepeoplewhomakethebusinessgrow.Butconventionalorganisationsaredesignedtodotheopposite. 　　Focusingemployeesononenarrowpartoftheorganisation,theysendthemessage:"Takecareofyourfunctionalarea.Letseniorexecutivesworryaboutthecompanyasawhole." 　　Thisattitudeisobviouslydemeaning(sinceitassumesthatonlythoseatthetoparecapableofstrategicthinking),anditinstantlyshutsdownimaginative,creativethinking. 　　Itpracticallyguaranteesmediocrityatbest,andinvitesdownrightfailure. 　　Changethepeoplewhomaketherules 　　Ownershipdoesn'tonlymeanchangingtherules;itmeanschangingthepeoplewhomaketherules. 　　Supposeyouweretoallocatethefreedomtohireemployees,settargetsandestablishschedulestothoseinyourcompanyclosesttothefrontlines. 　　Chancesare,thoseemployeeswouldfeelmorecommittedandworkmoreproductivelybecausetheywouldknowthattheiropinionsaretrustedandthattheyareconsideredtheexpertsoftheirworld. 　　Examinethesignificantareasinyourorganisationandfindfivewhereyoucanrelinquishcontrolandtrustyourpeopletodotherightthing.Ifanyonehabituallyabusesthisfreedom,dealreasonabl