White Elephant Group contacted us to provide training for their sales staff. The training theme was set as self-management for salespeople. When Sales and Marketing magazine was first launched, I wrote several articles for it, such as "Please Join the Sales Profession" and "Young People, Go into Sales." At that time, my view was that sales is a profession where age, experience, and education don't matter; as long as you are willing, you can achieve success. But now, I have revised my view. Years ago, when I conducted training in companies, I looked down and saw people of all ages. When I taught at an instant noodle company, I saw a trainee in his sixties. Today, when I look down, salespeople are very young. Today's salespeople, like fashion models and PR ladies, are eating the rice of youth. I knew a distributor years ago who later, for some reason, stopped doing business and asked me to find him a job. He was in his forties, and coincidentally, Sisi Company was recruiting salespeople. The sales manager called me to recommend some people. After I recommended him, they thought he was too old and didn't hire him. Salespeople, like PR ladies, are eating the rice of youth, and the challenges for salespeople are already great. If they can't achieve something while young, what can they do when they reach their thirties or forties? Therefore, the most important duty for young salespeople is not success but growth. "Growth" includes two meanings: One is success. That is, being able to successfully fulfill the duties of a salesperson: selling more products. The other is growth. That is, the personal growth of the salesperson. I have studied sales for many years and divide marketing into three categories: Market marketing: how salespeople sell products. Internal marketing: how salespeople win the attention and support of their superiors and the respect and cooperation of internal employees. Self-marketing: how salespeople sell themselves to a bright future. All three are important. Salespeople must consider both selling more products for the company and how to sell themselves to a better future. In an organization, it is not always the salesperson with the best performance who gets promoted higher. Diligent people are not necessarily the fastest to be promoted. Performance is not the only reason for your promotion. You must be able to work and also be able to "mix." From a certain perspective, Comrade Wei Xiaobao is worth learning from. In many organizations, there is this phenomenon: those who are good at working are not as good as those who are good at "mixing." Although sometimes we look down on those who "mix," there are still some advantages in them worth learning from. When I was in charge of the training section of Sales and Marketing, I thought the best article published was: Treat your boss as your most important customer. Reference News also had an article about a common phenomenon in enterprises: those with good performance are often not welcomed by everyone. Reflect, comrades. Editor's PS: The editor has selected 1,067 featured articles from nearly 1,900 articles published on this official account, divided them into 14 categories and 57 knowledge points, and systematically compiled frontline marketing management content into a library for everyone's learning. From market to customers, covering practical tactics and management, all are dry goods. Follow the official account and reply with the number "1" to browse and view related content.