1. Stephen B. Castleberry | John F. Tanner Jr. Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. CHAPTER 17 MANAGING YOUR CAREER

2. LEARNING OBJECTIVES Which entry-level jobs are available to new college graduates? Where do I find these jobs? How should I go about getting interviews, and what should I do when I have an interview? 17-2

3. LEARNING OBJECTIVES What selection procedures besides interviews might I go through? Which career paths are available in sales? How can I prepare myself for a promotion into management? 17-3

4. EXHIBIT 17.1 - A GOOD MATCH BETWEEN SALESPERSON AND COMPANY 17-4

5. UNDERSTANDING YOURSELF Understanding your needs Structure Motivation Stress and rejection Interest Understanding what you have to offer Skills Knowledge Qualities and traits 17-5

6. EXHIBIT 17.2 - TRAITS OF TOP SALESPEOPLE 17-6

7. UNDERSTANDING YOURSELF When to ask these questions Asking questions as early as possible leads to: Better course selection Better use of learning opportunities Better career decision 17-7

8. UNDERSTANDING THE COMPANY What the company has to offer Compensation Recognition programs Training Career opportunities Other information to determine whether the company is beneficial to an employee’s needs 17-8

9. UNDERSTANDING THE COMPANY What the company needs Qualities in salespeople Empathetic Good communication skills Self-motivation Positive and enthusiastic attitude Technical skill - Related to the industry Knowledge Computer skills 17-9

10. RECRUITING PROCESS Selecting salespeople Matching the requirements of a position using various methods To gain information and determining if the match is good Applicant information sources Application form: Preprinted form that the candidate completes References: People who know the applicant Way to validate information on the application form 17-10

11. RECRUITING PROCESS Tests: Provide information about a potential salesperson that cannot be obtained readily from other sources Interviews: Personal interaction between recruiter and candidate Assessment centers: Centrally located area that is used to evaluate candidates and may simulate portions of the job Evaluates candidates in a joblike situation Candidates experience the job and see if they fit in 17-11

12. SELLING YOUR CAPABILITIES Formats for résumés Conventional: Form of life history, organized by experience Should list education, work experience, and activities Information on what has been learnt from each experience Functional: Portrays what the candidate can do or has learned Highlights more forcefully what the candidate can do List skills/qualities and its relevant activities and experiences 17-12

13. SELLING YOUR CAPABILITIES Gaining the interview Using personal contacts When using employment postings look for: What the company needs What it has to offer Responding to postings 17-13

14. SELLING YOUR CAPABILITIES Writing the cover letter Start with an attention getter Body of the letter - Reasons why one should be hired Close with a request for action 17-14

15. PREPARING FOR THE INTERVIEW Gain knowledge of the company Plan responses for common questions Prepare for situational questions and questions regarding travel Know what types of questions are legal Plan to ask questions about the company and the interviewer’s career Dress in a professional manner 17-15

16. 17-16 EXHIBIT 17.6 - FREQUENTLY ASKED INTERVIEW QUESTIONS

17. EXHIBIT 17.7 - EXAMPLES OF LEGAL AND ILLEGAL QUESTIONS 17-17

18. DURING THE INTERVIEW The approach Social amenities Needs identification Prepare questions to help determine if the company will meet your needs Take notes during the interview Identify the interviewer - Sales manager or personnel manager Compensation 17-18

19. DURING THE INTERVIEW Presentation FEBA technique Feature Evidence Benefit Agreement Carry a portfolio Portfolio: Organized collection of evidence of one’s career 17-19

20. DURING THE INTERVIEW Allow the interviewer time to write notes Gaining commitment Commitment and confirming information signal: Professionalism Organizational skills Selling skills 17-20

21. SPECIAL TYPES OF INTERVIEW Disguised interview: Candidate is unaware that the interviewer is evaluating him/her Stress interview: Designed to place the candidate under severe stress to see his/her reaction Panel interview: Candidate encounters multiple interviewers Group interview: Includes several candidates as well as several interviewers 17-21

22. SELLING YOUR CAPABILITIES Follow up Send a thank you note If you do not hear by the target date, contact the person Interviewing never ends Interview for promotions May have to conduct interviews 17-22

23. MANAGING YOUR CAREER GOALS Balance Career to be compatible with personal objectives Making the transition from college to career Learn the organization’s culture, values Understand and earn the rights, responsibilities, and credibility Demonstrate a willingness to learn Dual career path Be open to alternate between different roles 17-23

24. MANAGING YOUR CAREER GOALS Continue to develop your KSAs KSAs: Package that you offer your employer Knowledge, skills, and abilities Invest in self learning Sources of improvement Managers and peers Books and seminars Industry associations 17-24

25. MANAGING YOUR CAREER GOALS Learn your current job To be better equipped during a promotion Learn the job you want next Solicit help from people who hold the job now Volunteer for special projects Improve skills Build a personal brand 17-25

26. MANAGING STRESS To cope with stress most people: Change jobs Turn to less healthful releases Situational stress: Short-term anxiety caused by a situational factor 17-26

27. COPING WITH SITUATIONAL STRESS Use imaging Close your eyes and imagine yourself past the source of stress. Try to feel the actual sensation of what it will be like when the stress is gone ExerciseExercise can moderate feelings of stress. When situational stress occurs over a period of time, set time aside for exercise breaks Take breaks Take a walk, phone a friend, do something. If working on a stressful project, take regular stress breaks. Combine imaging techniques with breaks to increase the stress-reducing power of breaks 17-27

28. COPING WITH SITUATIONAL STRESS RestIn addition to breaks, be well rested when the situation arises. If you have a major presentation, get a good night’s rest beforehand PrepareIf the situation involves future performance, prepare and practice. Prepare for every contingency, but don’t let the tension build by thinking only of things going wrong RecoverPlan time for post situation recovery before you charge into the next high-stress situation. Doing two major presentations in one day, for example, may not provide you with the recovery time you need to do well in the second presentation 17-28

29. MANAGING STRESS Felt stress: Psychological distress or anxiety brought about by job demands or constraints encountered in the work environment Role stress: Brought on by: Role conflict: Two partners demand incompatible actions of the salesperson Role ambiguity: Salesperson is not sure what actions are required Role overload: Role demands more than the person can perform 17-29

30. REDUCING ROLE STRESS PrioritizeSet your own priorities so that when different people place conflicting expectations on you, your preset priorities determine where your actions will go Seek supportEnlist support of your priorities from key people. By focusing on goals and priorities, you can reduce conflict over specific activities. Reset expectations Communicate and gain agreement on what you are capable of doing so that others’ expectations of you are realistic Act and move on Once you have made a decision to act, don’t dwell on the conflict. Act and move on 17-30