Working With, not for

When building a team committed to a shared mission or goal, it’s essential that every member feels a genuine sense of ownership. People need to know they are more than employees simply meeting the expectations of leadership — they are valuable contributors to something meaningful. They want to be part of a mission they believe in, one they are proud to support and intentionally invest in. When individuals begin to feel they are not merely working for someone, but working with someone toward a common purpose, the shift in mindset can be incredibly powerful.

I once heard this sense of ownership described as the difference between a “hireling” mentality and a mindset of “sonship.” The difference is significant — powerful enough to determine the longevity and strength of a team.

I recognize that the term “hireling” may feel harsh or even unprofessional to some readers. That is not my intent, and yet I strongly hesitate to change the terminology because I feel it so effectively illustrates the natural limits and responses experienced by someone who does not feel fully invested or recognized as a vital part of the mission of an organization.

I first heard this contrast in a leadership teaching based on a passage from the Gospel of John, where Jesus describes Himself as the “Good Shepherd” who protects and tends His flock because they belong to Him and are deeply valued by Him—so much so that He would lay down His life for them. He contrasts this with a hired hand, who is more likely to abandon the sheep when danger comes.

The point is not to disparage the hired hand, but to name a simple reality: ownership changes behavior. When pressure rises, people naturally evaluate cost and risk. They ask, consciously or not, “Is this worth it to me?” Those with the deepest sense of ownership don’t disengage when things get difficult—they lean in, because what they are protecting or building matters to them in a personal way.

To unpack these ideas in a very real and personal way, I want to share a story from my childhood.

When I was young, my family moved from our row home in town to a small but beautiful farmhouse beside the farm where my father had accepted a job. Farming had always been one of my dad’s passions. Over the years, he had worked on several local farms, though he had never owned one himself. He never minded the long hours or physical labor required to make a farm successful.

Living there and embracing that lifestyle as a family became one of the most meaningful seasons of my childhood. We traded the confinement of town life for wide open spaces. There were no tensions over parking, no constant noise, and we learned new things — gardening, caring for animals, and working together as a family. It felt like stepping out of one story and into another filled with opportunity, growth, and simplicity. It was a genuinely healthy way of life.

Although that season lasted only about a year, the memories and impact have stayed with me for a lifetime. In many ways, it feels impossible that such a short chapter could leave such a lasting impression.

Sadly, despite all the beauty and benefits that life provided, it did not provide financial stability. Supporting a family of five — including the physical, emotional, and educational needs of three growing children — requires difficult decisions. Ultimately, my parents chose to leave the farm and return to our home in town so my father could return to construction work.

Looking back, I realize this story illustrates the difference between a “hireling” and a “son” (or daughter). The farm where my father worked was family-owned and operated. Parents, children, and siblings all played roles in sustaining the business. Yet even with everyone contributing, the workload exceeded what the family alone could manage, so hired help was necessary.

There is nothing inherently wrong with that arrangement. In fact, it clearly demonstrates the difference ownership can make. Ownership is not reserved only for those with authority or financial stake — it grows when people feel personally connected to the vision and believe their contribution genuinely matters.

Those with a long-term investment in an organization, mission, or company are often the people most willing to persevere through difficult seasons. Their sense of ownership keeps them committed to seeing things through. They are more willing to endure setbacks, sacrifice comfort, and weather challenges because they are invested in the long-term outcome.

The perspective changes when the extra hours, added pressure, and increased responsibility are connected to something deeply personal — something you believe in and hope to help build into a lasting legacy. The reward becomes more than financial; it is the fulfillment of helping create something meaningful and enduring, perhaps even something that will impact future generations.

By contrast, when people feel they are simply “hired help,” disconnected from the heart of the mission, their level of commitment naturally remains more guarded. Without a deeper sense of belonging or ownership, it becomes easier to keep looking for the next opportunity rather than fully investing where they are.

For leaders, this means creating cultures where people feel seen, valued, trusted, and connected to the greater purpose behind the work. When individuals feel that their voice matters and their contribution carries significance, they move beyond obligation and into genuine investment. That is where commitment deepens, resilience grows, and lasting teams are built.

In the end, people stay committed to what they feel connected to — and they fight to protect what they believe belongs, in some meaningful way, to them as well.