That we live in a time of relentless and pervasive change is no
longer news to anyone. There is one important implication of this
situation that continues to be a challenge. That is that our
employees need to continually change their behavior to adapt to
the world around them.
My work of helping companies develop more effective sales
organizations always involves making changes in the company. And
sooner or later, that means that some of the employees must make
significant changes in the ways that they think about, and do,
their jobs.
This is particularly true of the sales people, who must decide to
change their behavior and to implement the best practices that I
teach. Beyond that, ultimately, helping people change is the work
of every executive, manager, consultant and trainer.
Which brings us to the heart of this article. What is it that
empowers some people to change smoothly and effortlessly, while
getting others to modify their behavior seems like moving a
mountain? What is the fundamental building block for individuals
that, more than anything else, equips them to successfully
implement change?
It is something that is becoming increasingly rare -- a
motivating sense of personal responsibility. That is, a deep and
imbiding belief that one is responsible for one's own behavior as
well as the consequences of that behavior.
That seems so basic and common sense, yet I am constantly amazed
by how few people actually exhibit it. Over and over in my work
in developing sales people and their managers, I'm struck by how
many people fail to accept responsibility for their own success
or lack of it.
It's far more popular to be a victim. We have all shook our heads
sadly over some newspaper account of someone who commits some act
of irresponsibility, and then successfully sues someone else. In
our litigious world, being a victim often pays. That is an
unfortunate consequence of an unhealthy belief.
As long as we view ourselves as victims, we're unable to change
ourselves or our circumstances and achieve better results. It is
not our fault that we're not doing better, we tell ourselves.
Someone else caused it. And because it's someone else's doing,
the power to fix it and make it better is with some one else.
We're powerless to fix it.
While few people admit it, or even realize it consciously, this
"victim attitude," the direct opposite of personal
responsibility, is very common, and embraced to some degree by
most of us. This is especially true of sales people, who could
always do better if only something were different - something
that someone else controls. If only... we had lower prices ...our
quality was better ...the boss was more understanding ...customer
service was more responsive ...you know the litany because you've
chanted it.
My wife is a crises counselor. One of the biggest eye-openers for
her occurred when she realized that she was counseling the same
people over and over again. You'd think, as she did, that a
crisis would be an isolated event. Not so. Many of her clients
find themselves lurching from one crisis to another. Why? Because
they don't make the changes in their behavior and character that
got them into the crises in the first place. At some deep level,
they see themselves as victims, not personally responsible for
their own character, their own behavior, and the consequences
that behavior brings. Where there is no sense of personal
responsibility, there is little hope for positive change.
I had a personal experience that brought this lesson home to me
in a way that I will never forget.
I had been the number one salesperson in the nation for a company
- my first full time professional sales job. I had it made:
adequate salary, good benefits, company car, bonus potential, and
the respect of my employer and colleagues. But the long term
opportunities were limited, and I decided to move onto a job that
was 180 degrees different. I took a position selling surgical
staplers to hospitals. It was a leap from the secure job I had to
one that paid straight commission, required you to buy your own
samples and literature from the company, and provided only six
months of a draw to begin.
But I was cocky, filled with the success of my previous job, and
sure that I could make this work also. It wasn't hasty. I looked
at the amount of existing business in the territory I was slated
to get, and determined that if I could double the business with
in six months-a doable task, I was assured - I'd be back making
about what I was used to. Then, as I increased the business, my
income and life style would evidence the difference
It all sounded good, and I left my old job, and arrived in New
York City for six weeks of intensive training on the new one.
During the time that I was there, my district manager moved on,
and was replaced. When I arrived home after the training, he was
anxious to meet with me. In our first meeting, before I had a
chance to begin working, he informed me that he had revised the
sales territories. The territory that I thought I had -- the one
I was hired for - was not the one I was going to get. Instead,
I was going to receive just a fraction of that.
The new territory only contained about 1/3 of the existing
business of the previous one. This change meant my plans for
making a living were shot. It now became an impossible task.
I was upset and angry. How could they do that to me? I
immediately began to look for another job. Determined to quickly
leave this unethical, uncaring company.
Things got worse. As I interviewed several companies, I
discovered that they saw me as the problem. Instead of
understanding what the company had done to me, they thought I was
an opportunist who was looking for an easy way out. It became
clear that no one else was going to hire me!
I grew more and more angry and bitter. In addition, I had little
success selling the staplers. After six months, my temporary draw
came to an end. I owed the company $10,000, was making almost
nothing, and had no prospects for another job. I felt squeezed
between the proverbial rock and hard place. I was a victim of a
dirty deal.
Then, out of the blue one day, I had an inspiration. It was me!
The problem was me! Yes, the company had treated me poorly. Yes,
they had been unethical and uncaring. But, the product was still
exciting, and the opportunity still great. The real problem was
my attitude - my bitterness and anger were getting in the way of
everything.
I was responsible for my own behavior, my own thoughts, and my
own attitude. When I had the realization that it was me, I felt
like a thousand pounds had been lifted from my shoulders. If the
problem was me, then I could change! If the problem was somebody
else, then I was a victim, and powerless to do anything about it.
What a motivational and exhilarating realization. I began to work
on my attitude. I began to take control of my thoughts. I looked
up Bible verses that were very inspiriting. Versus like, "If God
is for you, who can be against you?" "If you have faith like a
mustard seed..." I wrote them down on 3X5 cards. Then, as I drove
into my territory every day along I- 96 in Detroit, I held them
in my hand on the steering wheel, and read them over and over to
myself. Slowly I began to do away with my bitter attitude, and
replace it with hope and expectation.
My results began to change also. Things began to go better. Six
months later, I had paid off the debt to the company, and was
making more money then I thought possible. The job became more
fun, more financially rewarding and more fulfilling then anything
I ever expected.
The turning point for me occurred at the moment I accepted
personal responsibility for my circumstances.
Once again, the lesson is clear: When there is no acceptance
of personal responsibility, there is little hope for positive
change. Where there is a personal responsibility the future holds
unlimited potential.
Your struggle to bring about significant change in your
organization will depend on the depth to which your employees
embrace their responsibility to make personal changes. Your
efforts to improve the productivity of your sales force will
ultimately depend on the degree to which your sales force accepts
personal responsibility to make the changes in behavior that will
improve their results.
Can you instill a sense of personal responsibility if it is
lacking?
This is one of those aspects of character that is always easier
to hire then to instill. In other words, if you hire people who
already have a sense of personal responsibility, your job will be
much easier.
However, if some of your current employees lack this
characteristic in sufficient quantity, it is not hopeless. By
understanding the importance of this quality of character, and
regularly making it a part of your conversations, you can raise
the awareness of this fundamental building block for implementing
change. Talk about it, write about it, and preach it in company
meetings in the hope that many of your employees will see the
light, in the same way that I did.
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