# Ownership starts where the job description stops
The mindset · principle · https://build-here.africa/book/chapters/01-03-ownership-starts-where-the-job-description-stops.html

## The reflex

> "This problem touches two teams. I don't know who to pass it to."

Everyone knows about the problem. Following it up belongs to nobody.

## The builder's reflex

> "There's a gap here. I'll sort this case by Thursday, and find out who takes it from then on."

## Why

The most expensive problems live between two job descriptions. A candidate has been waiting ten days to hear back after an interview. Recruiting thinks the manager writes; the manager thinks recruiting handles it. Each is right according to their job description. The candidate takes another offer.

A job description says what is expected of you. It does not say everything you can do. A builder sees the gap and acts: writes the message, calls the right person, proposes the fix. They do not wait for the problem to be assigned to them.

Taking a problem means sorting the case in front of you, then naming who handles it next time. That second part is often the most useful: it closes the gap for good.

## Try this

Pick a problem that drags between two teams. Make the smallest move that sorts it for the case in front of you.

> "I'll send the message to the candidates before Thursday. After that, who handles it after each interview?"

Afterwards, check the need is covered and that what comes next has a name. If nobody takes it, say so plainly rather than quietly picking the task up again.

In a first job, look at your own list first: a task that is waiting on someone else. Make the move that unblocks it for this case, and tell your lead what you did.

## To discuss

Which problem has been dragging between two teams here for more than a month?