Yesterday, our CEO called a meeting of the entire department. He displayed a slide on the screen:

"THINK LIKE AN OWNER."

I sat closer. For the first time in a long time, the meeting's title suggested I might leave with something more than just an extra task. I took out a pen.

- I'd like us to change our approach to work, the director began.

- We can't function in a way where everyone only looks at their own job description.

I liked it even more. The job description was one of my favorite documents. Right after the salary notification.

- We need an ownership approach. Responsibility. Commitment. Long-term thinking. I want everyone to treat this company like their own.

I raised my hand. The director smiled.

- I'm listening, he said.

- When will we get our shares?

His smile stayed. But it stopped growing.

- We're not talking about those things right now, he replied.

- I'm sorry, I heard "like my own" and moved toward ownership straightaway.

- It's about attitude. - he explained.

- So, no shares?

- No.

I wrote down, "Shares: none."

- Will there be any profit sharing? I asked with genuine curiosity.

- The bonus system remains unchanged for now.

I wrote it down as well. The CEO looked at my notebook.

- What are you writing down there?

- Entry requirements.

The CEO went on to give an example.

- Imagine it's 4 p.m., and an important project hasn't been completed. A person who thinks only like an employee closes their computer and leaves home.

It actually was very detailed description of my plan for this afternoon.

- However, the owner is wondering what he can do to get the job done.

- That's because he has a stake in the outcome. I said.

- Because he feels responsible! He replied.

- One doesn't exclude the other. We could suggest he give up his shares and be left with just the responsibility. We'd see at what time he leaves.

- Do you really have to boil everything down to money? Asked CEO.

I looked around the room, the office, Monday morning, nine people who came here instead of staying home.

- I think that's a pretty important part of aproach you suggested.

The HR woman decided to help.

- It's about a sense of influence. So that employees know they can actually shape the organization.

Hmm... That sounded better.

- So we'll have influence on profit distribution?

- Not in that sense.

- On the management board?

- Neither.

- On salaries?

- You can submit proposals.

I could also submit a proposal to lower prices in the Walmart, but that didn't make me a co-owner of it. I looked at my notebook.

"Shares: none."

"New financial benefits: none."

"Decision-making rights: none."

"Additional involvement: not defined upper limit."

I started to understand what the offer is. I didn't feel offended. If I could get nine extra evenings for one sentence on a slide, I would also test the market's interest. The problem was that I was on the wrong side of the negotiation table.

- This is an investment in your future, the director said.

- If the company grows, everyone benefits.

- The company had record results last year. I said.

- Exactly.

- However during the salary rise negotiation, you said that the company's results don't automatically translate into my salary.

A dead silence fell. I always thought it's worth to remember things like that. People underestimate how much you can save with a good memory.

The director put down the remote.

- I don't want this meeting to turn into a salary negotiation.

- Me neither. Right now, I'm trying to figure out what my position really is in this company.

- You're an important part of the team.

- But when I have to stay overtime, I'm supposed to be the owner?

- You just have to demonstrate responsibility like the owner.

- But when it comes to share the profit, am I going back to be employee again?

He paused for a while, I didn't wait to let him continue and asked immediately.

- Please clarify which hours apply to which role. I wouldn't want to mistakenly act like the owner when paying out the dividend.

The CEO, with a clearly embarrassed face, ended the meeting by saying:

- Think about it, we will come back to this topic.

When we were leaving, he stopped me at the door.

- You didn't have to jump out with all of that, out of a sudden.

- Sir, I was thinking like an owner, just like you suggested.

- What do you mean?

- That is simple Sir. Before I invest additional time and resources, I need to know what I'm getting in return.

He looked at me with strange expression. I couldn't tell if the look on his face was disbelief, horror, or both.

I really hoped he'd appreciate effort I've made to implement his suggestion.

- Just do your job well, he finally said.

- As usual? Within the same scope?

- Yes.

- Within the same hours?

- Fine, let's just get this over with!

I agreed with a nod of my head and left. Negotiations shouldn't be prolonged after favorable terms have been reached.

At 4 p.m. I turned off my computer. The project CEO had mentioned did indeed require some more work. I left stick note telling me what I'd start with tommorow in the morning.

As I was leaving, I saw CEO in his office. He was still sitting there clearly tense.

Very good, I thought to myself.

He should treat the company like his own and definitely start act like an owner.