This is my portfolio of public relations, social media, design, and marketing communications.

3. I was recently in Atlanta hosting a breakout session at the Training
2015 conference and a participant asked me, “What’s the best
way to build individual capacity among my team?”
I answered that building capacity is much less about giving people
more knowledge and much more about helping them use the
knowledge they already have to accelerate their decision making.
There is a huge capacity in everyone that we can tap into and by so
doing we are going to get more done with less.
Check out my suggestions on how to increase the
capacity of your team in my article, Building Capacity
Through Decision Making:
I will be touching on how you can build capacity in my upcoming
keynote at HR West, March 2-4. I’d love for you to drop by. You
can also get an exclusive discount for being my guest!
Cheers,
Alan Fine
T&D Summit
FEBRUARY 23-24
Los Angeles, CA
HR West
MARCH 2-3
San Francisco, CA
IMS
APRIL 14
Philadelphia, PA
Early Learning Leaders
Conference
APRIL 16
St. Louis, MO
HRMA
APRIL 29
Vancouver BC
ATD 2015 ICE
MAY 17-20
Orlando, FL
For more events or to book
Alan Fine, visit Alan-Fine.com.
UPCOMING EVENTS
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NY Times Bestselling Author • Performance Expert • Keynote SpeakerNY Times Bestselling Author • Performance Expert • Keynote SpeakerNY Times Bestselling Author • Performance Expert • Keynote Speaker
Alan Fine Answers:
What’s the Best Way to Build Capacity?

4. A
ccountability is one of the most desired
things in any organization and can be one
of the hardest things to create.
Leaders constantly wrestle with how to increase
accountability in the belief that it will help people
be innovative, passionate, and release their
discretionary effort to go the extra mile. While
accountability is very important because it certainly
creates compliance, the stuff of high performance—
commitment—comes from a different source.
Ownership! Accountability and ownership are similar,
yet different, and confusing the two can be the
difference between compliance and commitment.
Outside-In or InsideOut
Think about this common workplace scenario:
delivering a monthly report. Typically, reports are
due by a deadline. Accountability ensures the report
is accurate and consistently delivered on time, every
time. The employee who is being accountable will
say, “Here is what you’ve asked for.”
Ownership ensures the report is accurate, delivered
on time, and might also include suggestions for
improvements that are directly connected to the
end results the report is intended to address. The
employee who has ownership will say:
“Here is what you asked for. I also thought about the
real purpose of the report and here’s what I found:
the data we’re using would be more accurate if it
was pulled from multiple sources. The data would
also be easier to interpret with a different template.
I recommend we include this other data source and
this color coding for the template.”
So, one way to distinguish between accountability
and ownership might be: accountability is doing what
needs to be done because someone expects it of
you, while ownership is doing what needs to be done
because you expect it of yourself.
by Alan Fine New York Times Bestselling Author and Performance Expert
Accountability
OR Ownership:
Moving People from
Compliance to Commitment
Accountability or Ownership
Low
Ownership
Low
accountability
High
Ownership
High
accountability
Turns in accurate
reports on time,
every time
Turns in reports
late and
inaccurately
• Turns in accurate reports on
time, every time
• Develops better solutions
for how the reports should
be completed
• Goes beyond the minimum
requirement and produces
something that is of greater
benefit to the company
• Solves a different problem
• Turns in reports late and
inaccurately

5. alan-fine.com © 2015 InsideOut Development. All rights reserved. 2
Accountability
OR Ownership:
Moving People from
Compliance to Commitment
Ownership is not something we put into people from
the outside, it is already within our people. We create
the environment in which it can be released. New
employees on their first week on the job are almost
always excited and committed; you can see the light
shining in their eyes. They will do almost anything,
even work late hours, to get the job done. Yet one
year later, the light isn’t shining as brightly, they do
the minimum necessary to avoid a poor review, and
leave early every chance they get. At some point they
became shut down. They didn’t get a thank you, were
not acknowledged, and no longer feel appreciated
for their contribution. In their mind, they develop a
story that says taking ownership isn’t recognized and
appreciated and is therefore not worth doing. It’s like
being bitten by a dog—once bitten, twice shy!
Restoring Ownership
People need three things for ownership: Faith, Focus,
and Fire. They need to believe (Faith) that if they take
ownership, it will be recognized and rewarded—at a
minimum—with a heartfelt thank you. Only then will
they pay attention (Focus) to what else can be done
beyond compliance. When both of these are present,
they will become passionate, engaged, or in other
words, fired up (Fire).
Ownership is not something we put into people
from the outside, it is already within
our people. We create the environment
in which it can be released.
Alan Fine is an internationallyAlan Fine is an internationally
sought after performancesought after performance
innovator, the co-creator of theinnovator, the co-creator of the
widely recognized GROW® Model,widely recognized GROW® Model,
and pioneer of the modern-and pioneer of the modern-
day coaching movement. Inday coaching movement. In
addition to his work in humanaddition to his work in human
performance, Alan is also a Newperformance, Alan is also a New
York Times Bestselling Author, keynote speaker, and well-York Times Bestselling Author, keynote speaker, and well-
respected business executive and professional athleterespected business executive and professional athlete
coach. He has dedicated the past 35 years to helpingcoach. He has dedicated the past 35 years to helping
people from all walks of life elevate their performance andpeople from all walks of life elevate their performance and
unlock potential.unlock potential.
Alan’s work has significantly impacted the organizationalAlan’s work has significantly impacted the organizational
culture and business results of companies like IBM, NASA,culture and business results of companies like IBM, NASA,
GAP, and Coca-Cola and touched the lives of athletesGAP, and Coca-Cola and touched the lives of athletes
such as Davis Cup tennis star Buster Mottram, and PGAsuch as Davis Cup tennis star Buster Mottram, and PGA
golfers Phillip Price, David Feherty, Colin Montgomerie,golfers Phillip Price, David Feherty, Colin Montgomerie,
and Stephen Ames.and Stephen Ames.
Alan’s thought leadership on the nature of performanceAlan’s thought leadership on the nature of performance
and the art of coaching for performance improvementand the art of coaching for performance improvement
includes his New York Times Bestselling book,includes his New York Times Bestselling book, You AlreadyYou Already
Know How to Be GreatKnow How to Be Great, as well as numerous other research, as well as numerous other research
articles and publications.articles and publications.
To learn more about Alan and his breakthrough message,To learn more about Alan and his breakthrough message,
visitvisit alan-fine.comalan-fine.com..
ABOUT THE AUTHORABOUT THE AUTHOR
Let’s go back to turning in a report. If I don’t believe
(Faith) I will be acknowledged in any way for doing
more than complying, then I will not have the energy
(Fire) to look for (Focus) ways to make it better.
In order to elicit ownership more often, perhaps it’s
time to think less about what we need to get people
to do, and more about what blocks to Faith, Fire, and
Focus we need to remove for them.
v 1.4

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25. What Sets Utah’s 100 Fastest
Growing Companies Apart?
by P I V O T P O I N T
0 C O M M E N T S
< Previous | Next >
Each year, the MountainWest Capital Network receives applications from thousands of organizations
vying to receive a spot on the 100 Fastest Growing Companies in Utah list. This annual award
recognizes businesses with a proven track record of rapid growth.
This year’s Utah 100 recipients were recently announced and for the third year in a row, InsideOut
Development was announced as a winner. InsideOut was honored at a luncheon ceremony October 21
in Salt Lake City and was one of only two leadership development companies on the list.
We asked the MountainWest Capital Network (MWCN) and InsideOut Development CEO Kim Capps
to share what it means to be a recipient of the Utah 100 and how the organizations on the list stand
out above the rest.
What was the selection process like for the Utah 100?
MWCN: To be eligible for consideration in the Utah 100 fastest growing company category, a company
must be Utah-based, be a U.S. organization, have reported a minimum of $50,000 in revenue in the
base year 2009, and have five years of operating history. We then select winners based on the
percentage of revenue growth out of each of the companies that apply. For the 2014 award, the
winners represent multiple industries, including information technology, biomedical and biotechnical,
healthcare, retail, construction, and business services.
What would you say sets Utah 100 recipients apart from other companies?
MWCN: The companies on the Utah 100 show the entrepreneurial spirit that is alive and thriving in our
business communities. The Utah 100 illustrates that people can succeed in any industry in Utah ifthey
are prepared to follow their vision, assemble the right resources, and make the sacrifices that are
required to achieve economic success.
Kim Capps: Each of the businesses named to the Utah 100 are growing rapidly and have a passion for
the product, for making impact, and for providing a strong culture. I’m pleased to be included on this list
and to oversee the progress InsideOut has made over the last year.
How you would describe the recent growth of InsideOut Development and its plans for future growth?
Kim Capps: I’m gratified that InsideOut has been named as one of the fastest growing companies in
Utah for three years in a row, but our growth is not yet complete. We’re still figuring out things that I
believe will contribute to more significant growth. We have an exciting future ahead.
To see the full list of companies named to Utah 100, visit http://www.mwcn.org.
Getting to Know You
Q&A: What the BEST
Companies Know
Carving Space on a
Crowded Plate
OCT
302014
FirstName LastName
Email Address
S U B M I T
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26. Category: Business Results Decision Making Development Leadership Performance
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