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6 Things Junior Sales Reps Can Do To Advance Their Careers

6 Things Junior Sales Reps Can Do To Advance Their Careers

For sales reps who hope to advance into management one day, the biggest mistake they make is assuming that if they focus on their sales performance and consistently exceed their quotas, a promotion will be all but guaranteed in the future. What the junior sales reps fail to understand is that selling and managing are two very distinct skill sets, and that success in one does not indicate competence in the other.

In addition to being a rockstar with their sales responsibilities, junior reps need to demonstrate to the leadership team that they will be able to transition into management smoothly if they hope to move up the ladder.

Luckily, there are numerous opportunities to prove this capacity in the course of an average sales rep’s day-to-day work.

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1. Request cross-training opportunities with the finance team

If you’re interested in moving up to a sales manager and director position one day, you’ll need to become familiar with the overall financial workings of the company, including how revenue collected from sales activities affects the organization’s margins and cash flows.

Managers and executives use this information to help them make high-level strategic decisions about the direction of their unit. And there’s no better way to get a crash course than by shadowing members of the finance and accounting team.

You’ll have the opportunity to see how collecting receivables, paying invoices, payroll management, forecasting, and budget control all work in concert to affect every function of the organization.

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2. Take advantage of all possible professional development opportunities

If you’re lucky enough to work for a company that offers employees the opportunity to attend professional development training courses, whether they are online or in-person, attending them whenever possible will help you build the skill sets you need to advance your career.

While many companies will mandate courses related to your core duties, they also frequently provide optional access to content that teaches skills outside your normal function, including management training. If your company doesn’t offer ongoing development opportunities, let your supervisors know that it’s something that you feel is important to your future with the organization and take the time to seek out resources on your own.

3. Study the relationship between the sales and marketing functions

As the realities for B2B buyers continue to evolve, the necessity of harmony between the sales and marketing units crystallizes. The average B2B buying cycle is now fraught with complexity, yet many organizations are still lacking in the level of alignment they expect between the two departments: upwards of 80% of marketing leads can go unused by sales reps, and only 27% of leads sent down the pipeline are sales qualified.

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While many reps are content to take what marketing gives them and make up the gap on their own, sales professionals who work to understand the role of marketing on a deeper level and strengthen the bond between the two departments could help the company significantly increase revenue and productivity.

4. Commit to a leadership role within your team

What many sales reps don’t understand is that you don’t have to wait for someone to offer you a promotion to demonstrate your capacity for leadership. Every employee in the company, regardless of their job function or place on the organizational chart, has opportunities every day to act like a leader without being asked.

For sales reps, this can mean becoming a knowledge hub for some program that the sales team relies on or some skill that is useful in the company’s sales process. Your colleagues can then come to you for help or additional training, lessening the burden on the management staff and positioning you as someone who can coach your fellow reps to success.

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5. Research various selling styles

Most reps learn early on what selling style works for them personally and many are uninterested in deviating from their process. If it works for them, the clients, and the company, they don’t need to spend time learning about how other reps sell, but sales managers and directors don’t have that luxury.

They have to manage, mentor and coach a variety of different personalities and employees with vastly divergent methods for selling, and they have to understand how best to motivate each one.

6. Demonstrate your dedication to the company culture

Most forward-thinking leaders inherently understand that building a strong company culture throughout the organization is a key factor in sustained success.

A well-defined and positive culture leads to more satisfied employees and increased profits over the long term. As a sales rep who is eager to advance, you have to show your leadership team that you are committed to strengthening and fostering the organizational culture no matter where you fit in the hierarchy.

Attend optional events, encourage your team members to participate in activities, and always embody the principles that your company culture values.

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Last Updated on July 15, 2019

10 Signs of a Bad Boss and How to Deal with Them

10 Signs of a Bad Boss and How to Deal with Them

This is an article I didn’t want to write. Even if it appears that way on the surface, few things are black and white. Between the two colors is a world of gray. Notwithstanding the bosses who behave criminally, some of the people who carry the “bad boss” label have possibly been, or have the capacity to become, a “good boss.”

This is an article I didn’t want to write because I understand that depending on whom you ask, many of us could be labeled either a good or bad boss.

Perhaps another reason I didn’t want to write this article is because context matters. Context for the organization and context for the individual. What is happening in the organization? What is the culture? Is the “boss” in a position for which the individual is equipped to do the job? Is the person in a terrible place in life? The office culture, the relationship a team member has with a boss or board and the leader’s personal life can all influence how the person shows up and leads and how others perceive the individual.

But since I am writing this article, I will share a few signs that bosses are bad and in need of a timeout.

1. Bad Bosses Don’t Know and Haven’t Healed Their Inner Child

If you plan to lead people – well, if you plan to effectively lead yourself – you must get reacquainted with your inner child. Just because you are in young adulthood, middle age or the golden years doesn’t mean your inner child matches your chronological age. If you experienced trauma as a child, your inner child may be stuck at the point or age of that trauma. While you walk around in a woman’s size 10 shoe, your behavior may showcase an inner child who is much younger.

In a June 7, 2008, Psychology Today article, Stephen A. Diamond, Ph.D., observed,[1]

“The fact is that the majority of so-called adults are not truly adults at all. We all get older … But, psychologically speaking, this is not adulthood. True adulthood hinges on acknowledging, accepting, and taking responsibility for loving and parenting one’s own inner child. For most adults, this never happens. Instead, their inner child has been denied, neglected, disparaged, abandoned or rejected. We are told by society to ‘grow up,’ putting childish things aside. To become adults, we’ve been taught that our inner child—representing our child-like capacity for innocence, wonder, awe, joy, sensitivity and playfulness—must be stifled, quarantined or even killed. The inner child comprises and potentiates these positive qualities. But it also holds our accumulated childhood hurts, traumas, fears and angers.”

Sometimes the key that your inner child needs tending to is conflict with someone else’s inner child.

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Good bosses are aware of the ups and downs of their childhood, have worked or are working to heal their inner child and are aware of their triggers. Good managers use this awareness to manage themselves, and their interactions with others. Bad bosses are oblivious to how their inner child impacts not only their life but the lives of others.

2. Bad Bosses Are Unable to Accept Feedback

Bad bosses are not intentional about creating an environment where their peers and colleagues can share feedback about their leadership. They don’t solicit feedback. Given the power dynamic that managers, CEOs and others in leadership yield, they must go out of their way to solicit feedback, and they must do so repeatedly.

Before being completely honest, most team members will test the waters and share low-stakes information to get a sense for how their boss will respond. If the boss is angry or retaliatory, team members are less likely to risk being candid in the future.

So being unable to accept feedback takes on two forms: failing to proactively and repeatedly ask for feedback and reacting poorly when feedback is shared.

3. Bad Bosses Are Unwilling to Give Timely Feedback

The flip side of accepting feedback is giving feedback. Both require courage. It takes courage to open yourself up and accept feedback on ways that you need to grow. Similarly, it takes courage to share honest feedback about a team member’s or colleague’s performance or behavior.

Since not everyone is open to accepting feedback, whether they’re a manager or not, having an honest conversation about areas a team member or colleague has missed the mark, is not always easy. Still, good bosses will find a way to share feedback, and they’ll do so in a timely fashion.

Withholding feedback and sharing it months after a situation has unfolded or in a snowball fashion is unhelpful to the employees. One of the ways we grow as leaders is through feedback. When people have the courage to tell us the truth, that information allows us to progress.

4. Bad Bosses Are Unable to Acknowledge Their Mistakes

Owning their mistakes is like a disease to bad bosses; they do not want it. Instead of being risk averse, they are accountability averse. The problem is that they can only gloss over their weaknesses or failures for so long; the people around are able to see their flaws and weaknesses, and bad bosses pretending they don’t exist is not helpful. It is infuriating.

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However, bad bosses are masterful at reassigning blame. They are unable or unwilling to accept responsibility for mistakes — small or large. But career expert Amanda Augustine told CNBC “Make It” in May 2017, that “good managers also admit their mistakes.”[2] They don’t pass the blame or pretend they didn’t make a mistake. They own it.

5. Bad Bosses Are Unwilling or Incapable of Being Vulnerable

Vulnerability is an underrated leadership skill. But well-placed and well-thought out vulnerability enables employees to see their leaders’ humanity, and it creates a way for leaders to bond with their teams.

Bad bosses may talk about vulnerability, but they don’t practice it in their own lives, particularly in the workplace.

6. Privately, Bad Bosses Do Not Live Up to the Organization’s Stated Values

Bad bosses may publicly spout the values of the organization they work for, but privately they either don’t believe or don’t embody those values.

If they work for an environmental group, they may not practice sustainability in their private lives. Their words and actions are incongruent.

7. Bad Bosses Are Unable to Inspire Others

When bad bosses are unable or unwilling to take the time to inspire others, they lead through fear or command. Neither are helpful.

A culture dominated by fear will stifle creativity and risk taking that can lead to innovation. An autocratic management style will have a similar effect in that team, members will not feel they have the space to step outside of the box they have been placed in.

A good boss is someone who takes time to share the big picture and time to inspire their teams to want to be a part of it.

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8. Bad Bosses Are Disinterested in How Their Behavior Impacts Others

They are narcissistic and focused on self-preservation. In “19 Traits of a Bad Boss,” Kevin Sheridan said,[3]

“Terrible bosses are endlessly self-centered. Everything is about them and not the people they manage or what is going on in their employees’ personal lives. It is never about the team, but rather all about how good they look. Conversely, great bosses lead with integrity, honesty, care, and authenticity.”

Rather than seeing their team’s talents and seeing people’s full humanity, bad bosses believe their team exists to serve them. Families, personal life and priorities be damned. Bona fide bad bosses believe that their comfort should be prioritized over their team’s needs and desires.

9. Bad Bosses Have Likely Received Negative Feedback

Bad bosses have likely been told that they are poor supervisors. They have likely been told time and time again that their behavior is harmful to the people around them.

Perhaps they do not know how to change or are unwilling to change. But bad bosses certainly have received clues, insights and direct feedback that their management style and behavior are harmful to others.

Even when someone hasn’t explicitly said, “Your behavior is harmful to me and others,” the absence of feedback indicates a problem. It can mean that the leader’s team doesn’t feel safe enough to share feedback, that people do not believe the leader will act on what is shared, or that people have determine the best strategy is to avoid the boss as much as possible.

10. Bad Bosses Are Perfectionists

Bad bosses are driven by an internal urge to be perfect. Perfectionists don’t just want to be perfect; they want everyone around them to be perfect as well. This is a standard that neither they nor their team can live up to.

Since perfection is illusive, they spend their time chasing their shadow and being frustrated that they cannot catch it. They are unable to enjoy the journey and often block others from doing so as well. They let “perfect” be the enemy of “good.” Rather than embracing a growth mindset that desires to learn and improved, they are compulsive and toxic.

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If you are like me and you see yourself in parts of this list, do not despair. A bad boss can change. The key is seeking honest feedback and being willing to work through that feedback and your triggers with a therapist or coach.

The Bottom Line

Regardless of your age and the mistakes you have made, you can change and become a healthier leader whom others respect and appreciate.

Conversely, if you are employed by a bad boss, do everything in your power to take care of yourself. Understand that your boss’s behavior, even if directed at you, is not about you. Your boss’s reactions, if and when you make a mistake, is a reflection on that individual, not you.

To survive the work environment, think about the lesson you are meant to learn. You can do this with a trusted therapist or capable coach. However, if you deem the work environment to be toxic and harmful to your health, seek employment elsewhere.

In the end, this is an article I did not want to write, but I’m happy I did.

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Featured photo credit: Amy Hirschi via unsplash.com

Reference

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