Sales Leaders: Start Taking Ownership
Nothing separates mediocre sales reps from top producers more than the single act of taking ownership. As a sales leader, it’s critical that you reinforce this concept with your team.
You probably know it’s important. Maybe you’ve read about it in books like Extreme Ownership by Jocko Willink and Leif Babin. One of the most-read blogs I ever posted was about the importance of taking ownership.
But, how do you really implement ownership? What does it look like in the real world? Read on and you’ll recognize some of these scenarios where you can step up as a leader and an owner.
Lead by Example
Do you find yourself complaining that
Your reps don’t work hard enough?
Your team is not producing the results needed?
They all make excuses?
These reps aren’t taking ownership. Why? They’re following the leader. That means you need to take ownership. Analyze the results, learn new lessons, improve, and deliver.
No excuses. Own your position and your role. Work as hard as you need to get the job done. Deliver the necessary results. If those results can't be delivered, understand why, and ensure the same mistakes are not made again.
You don’t have to be a workaholic or micromanager. You just have to identify and understand what needs to be done. You need to empower others to do the work they're entrusted to do. Finally, you have to own the outcome regardless of whether it's good or bad.
What it Really Means to Take Ownership
So what does it truly mean to take ownership? Here’s what some of the professional sellers in the Rethink The Way You Sell Community wrote when I posed the question to them.
Chris Nemes said the buck stops with him.
“Team member didn't complete a task on time or properly? That means I could've communicated better or followed up more often. Business didn't grow as I wanted it to? That means I didn't do a sufficient job prospecting then closing.”
I like this, but I think it’s important that your team members are held accountable for their part. Everyone has to be all in.
Ken Woods shared a story from his days as a lieutenant in the Air Force, when his boss (a major) led by example.
“My boss pushed the responsibility on me, held me accountable, yet gave me the opportunity to own the issue, fix it, and make it a learning opportunity... I have never forgotten the lesson. He showed me what a good leader can do to help a subordinate, owning his role.”
Dae Kang said ownership takes discipline.
“As a Pro, you show up regardless how you feel vs. an amateur, who only shows up when they feel like it.”
Do you have a definition or a story to share? Weigh-in with your own take on this thread in the Rethink The Way You Sell Community.
Put Ownership Into Practice Every Day
When it comes to your tasks each day, put ownership into practice. Here are four ways to really demonstrate ownership.
1. Understand what needs to be done, not just what you need to do. Be disciplined about your process and trust it. That means not getting distracted by silver bullets.
2. Stop selling in a vacuum. Know the roles, responsibilities, and impacts other departments have in the process.
3. Take full responsibility for your results, regardless of the outcome. This means you don’t just take credit for the wins and blame others for the losses.
4. Do your best work, and understand how to make it better. Don’t just do enough to make it look like you did your job. Take action toward making your best work better, and becoming an expert in your industry, not just being a bit player in the big picture.
Great sales reps take ownership. Great sales managers show them how. It's not easy, but the principles behind it are very simple. Anybody can take ownership of any job or any position they're put in if they want to. When that happens, the results are staggering.
Ready to weigh-in? Join the conversation online in the Rethink The Way You Sell Community.
Jeff Bajorek
Real. Authentic. Experience.
There’s a big difference between knowing how to sell and being able to. Jeff Bajorek spent over a decade in the field as a top performer. He’s been in your shoes. He knows what it will take. He can help you succeed.
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