5 mantras to build a culture of ownership

Principles to act as a decision filters (simplified)

I play the game... therefore:

I own it.

Solutions are as easy as swiping; it's the easy part and what you build will own you. I
t's much harder to continuously take care of everything that was built over time, plus be able to invest on new ones.
Two powerful ideas that can help in this regard:
(a) stop chasing windmills (stop finding problems to pre-conceived solutions); solve for needs (not wants) - will this really help solve the customer's problem?;
(b) excel at change - keep the cost of change low

I control the game.

Learn the tool or become the tool.
Fear and assumptions are the worst advisor. Not understanding how something works will always result in a less optimal solution, workflow and delivery.
You either know and use it well or end up being used.

I am always ready.

Deliver software unconsciously (without even having to think about it). Release on Friday 17:00 and go celebrate the weekend!
In fact, release any time, perhaps all the time - always shippable!
What does it take to accomplish that? In other words, optimize for flow and (being able to) sleep!
How can we de-risk so that this is in the realm of possibility? How do we grow confidence that this not only should be possible but can become possible?

Do the essential stuff right! Stop cutting corners (e.g., the technical debt I planned to tackle later will likely not be picked up soon).
Fall in love with the basics. I either do it (today), or I don't - so don't rely on tomorrow.

"Plans are nothing; Planning is essential". And "ideas without execution is hallucination". Embrace the dynamic aspect of planning as an adaptive process.
I can't commit to something 3 months ahead if I can't commit to deliver something this week, or in two weeks.

Understand. Anticipate. Act. Release. Sleep. Repeat.

I tackle trash.

Whatever I do, I will make sure that I leave it better shape than I found (e.g., code base, backlog items, requirements documentation, meeting rooms, desks... name it!).
I play the field. I clean the field.

I am Kobe.

With the exception of when formally agreed upon to handover, there's no such a thing as it's not my problem anymore because you [wrote an e-mail, talked in the corridor, created a JIRA ticket to some other team's backlog, etc.]. It's my responsibility to drive things to an end, regardless of depending on others. Influence so that others understand and are willing to support solving the problem. Being and boosting the collaboration I want to see in the organization.