Redefining Leadership Growth: From Execution to Ownership
By Sarah Bjorgaard
Chief Sales Officer, Xyngular
For much of my career, I believed that success came from doing more—working harder, executing faster and consistently delivering results. And while those things matter, they’re not what ultimately define leadership.
At some point, in order to grow, you have to make a shift. You have to move from execution to ownership.
This is where real leadership begins.
Early on, you’re often rewarded for how well you execute. You’re the person who gets things done and who delivers. But leadership requires something different. It requires you to think beyond your own tasks and start taking responsibility for team and even company outcomes.
That transition can feel uncomfortable because it requires you to let go of what made you successful in the first place. You go from being a doer to being a driver. But I believe that real growth always lives just outside of your comfort zone.
One of the most important lessons I’ve learned along the way is the difference between mentors and sponsors.
Mentors are incredibly valuable. They offer guidance, share perspective and help you navigate challenges. But sponsors are the people who advocate for you when you’re not in the room. They are the ones who open doors, recommend you for opportunities and help accelerate your growth.
If you want to move into leadership, you need both—but you need to be intentional about building relationships with people who are willing to champion your potential.
Equally important is how you build influence.
Influence isn’t about title—it’s about trust.
In my experience, trust is built through consistency and preparation. It’s showing up ready, doing the work and bringing solutions to the table. Anyone can point out a problem. Leaders are the ones who take the next step and say, “Here’s what I see—here’s what I suggest we do.”
That mindset changes how people perceive you. It shifts you from being a contributor to being a strategic voice.
Building influence also requires strong cross-functional relationships. No one succeeds in isolation, especially in leadership. The more you understand different parts of the business—and the people behind them—the more effective you become. Your ability to connect across teams not only strengthens your perspective, it amplifies your impact.
When it comes to career growth, one of the biggest misconceptions I see is the focus on title.
It’s easy to measure success by the next role, the next promotion, or the next milestone. But in reality, the most important decisions you’ll make in your career are the ones that prioritize growth over recognition.
Some of my biggest leaps came from stepping into roles that stretched me—positions where I didn’t have all the answers, but I had the opportunity to learn, to lead and to expand my capabilities. Those experiences shaped me far more than any title ever could.
Growth also comes from aligning yourself with the right organizations—places that invest in people and create opportunities. The environment you choose matters just as much as the role itself.
Looking back, leadership hasn’t been about having all the answers. It’s been about being willing to evolve—continuously learning, adapting and stepping into bigger responsibility over time.
If there’s one thing I would encourage, it’s this: don’t wait until you have the title to start leading.
Start now. Take ownership. Build relationships. Seek out growth, even when it feels uncomfortable.
Because leadership isn’t something you arrive at—it’s something you grow into.
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