My first real job in 1970 was as a technical sales representative for a welding products company. It had a number of satisfying components to it. It required a knowledge of welding and metallurgy and had a continuous learning aspect to it. Its problem solving and creative elements made it challenging and exciting. It provided independence and job satisfaction. Remuneration was fair with potential for higher earnings tied to performance.
The job was to advise and sell customers on the idea of using the company’s products for preventive maintenance. Long before the green revolution, we were persuading customers to save money by embarking on a repair and maintenance program. In simple terms, they could at a fraction of the cost of a new part, repair or extend its service life. I had good products and the service I provided was needed and welcomed.
The other satisfying aspect was the independence I had in planning and managing my territory. I was solely responsible for how successful I was. My supervisor was there to help when needed and we periodically agreed on a fair territorial sales target. Most of the time I had supervisors who did not push for unreasonable performance, so it was always possible to meet expectations.
I enjoyed this job because of the control it gave me. Everything else being equal, it depended on me alone. Later, when I was promoted to the managerial ranks, my performance depended on how well I could help people give and do their best.
This first job taught me a valuable lesson. It helped me create the proper and necessary work environment for individuals I supervised. Competent people just need a clear brief and clear expectations. They then need to be supported and allowed to perform and grow with minimal supervision and interference.
Educhirp 