Xerox knew how to maximize the talents of its employees with purposeful moves in and out of upwardly-mobile roles. With each new assignment, employees gained rich experience and enhanced skills.   In keeping with this tradition, the instructor roles, averaging about two years in length, were intended as a proving ground for moving into management. To improve our chances of success in managerial roles, each of us was required to complete an intense study of leadership development while at the training facility.  We learned state-of-the-art techniques and theories which expanded our worldview and helped shape our leadership style.  Now that my time as an instructor was wrapping up, it was time to move out and hopefully up.

Right around that time, Xerox announced a new divisional start-up. After years of selling copiers and word processors through local branch offices, Xerox entered the world of retail.  Xerox Stores, attractively furnished and housing the latest office equipment, were positioned coast-to-coast throughout the country.  They worked independently of the branch offices with a goal to help smaller businesses achieve greater productivity with a one-stop shop to handle their business needs.  The plan was to launch 500 of them.

I was chosen to interview for the job of sales manager for one of the stores. It seemed a natural progression since my roles in marketing, both as a specialist and as an instructor, required in-depth knowledge of Xerox’s world-famous selling skills.  I felt prepared to step into a sales leadership role even though I had technically never “carried a bag.”

The recently hired divisional leader for the eastern half of the United States interviewed me for the role.  Gil spent most of his career in senior positions with large department store chains. He was kind and gentlemanly, soft spoken, and knew retail like the back of his hand.  He openly admired my newly minted Xerox leadership studies certificate, and he wanted me on his team.  He hired me on the spot.

“Where in the eastern part of the country do you want to go?” he asked.  He then went on to say, “I have opportunities in Washington, D.C., Baltimore, Richmond, and Boston to name a few.”  Boston.  I had only seen pictures of this bustling seaport town on the Atlantic Ocean, and the images of sunshine, craggy beaches, and historic architecture jumped out at me.  “Boston!” I said.  With that, I was off on another career adventure.  Only later did it dawn on me how far I would be from home and family back in South Central Pennsylvania.

My store was located in the affluent Chestnut Hill area of the city.  Two additional Xerox Stores were placed in other parts of Boston—one in the financial district downtown and one in the suburbs to the north.  Gil personally selected me for this specific area, and it would turn out to be the biggest challenge of all three locations.

While my retail store was being built and furnished, I looked for a new home.  With the sale of my apartment in Virginia, I had a nice return on my investment and extra money for a down payment.  I looked in many neighborhoods, but one stood out.

It was a newly created condominium complex in the Newton area, a stone’s throw from Boston College and about two miles from the store.  Three stately brick buildings had been converted into individual apartments with smartly renovated hallways and curved, wooden staircases. Handsomely appointed foyers served as gracious entryways for guests.

Two of the buildings faced Commonwealth Avenue—a major city street and the route for the Boston Marathon.  With the college so close by, the busy avenue bustled with energy, cable cars, and noise.  My second-floor unit was on the quiet back side and faced the Chestnut Hill Reservoir, which resembled a mini-mirrored lake that glistened in the sunlight and reflected in the moonlight.  The water was surrounded by a leafy paradise that was green and lush in the summer and ablaze in shades of gold and red in the autumn.  During the long winters of Boston, the paradise became a winter wonderland when the freshly fallen snow clung to bare branches.

I loved to sit on my generous window sill watching the seasonal beauty while the runners and roller skaters weaved their way along the pathway next to the water.  Framed by my floor-to-ceiling window, I had my own private canvass of color and life. Little did I know how that scene would become a respite from long, worrisome days.

In the center of the three buildings, a courtyard was planted with brightly colored summer flowers and pink and yellow rosebushes.  Two of my neighbors, Andy and Jim, toiled for hours on the care and nurturing of our private gardens.  It felt like a homey community, and I just knew I was going to love Boston.

My unit had been extensively remodeled by the former owners who operated an interior decorating business.  After having spent considerable time and money on the renovation, they were divorced and ready to sell.  I was the fortunate recipient of their good taste and hard work.

The tall windows were framed with tailored draperies and the walls were covered in tasteful, softly colored wallpaper in very New England styles of classic stripes and small prints.  The old bathroom was given a new tile floor, and the claw-foot tub and shower operated through a pull chain with modern plumbing. The kitchen floor was hand-laid in Williamsburg blue ceramic tiles. Every room had been carefully made over with appealing features. The only disharmony in all that classy elegance was my furniture.  My style had changed in the years since I purchased my brightly colored floral couch and chair, and my flea-market bed and chest didn’t hold up to the formal bedroom décor.  But because the budget had no room for furnishings, my tired stuff had to do.

Now that I was settled in my new home, it was time to hire the store’s sales team.  Xerox supplied candidates, and I carefully interviewed each one.  Being new to management, I wasn’t sure what qualities and skills I should look for.  In many ways, I was going on intuition and the grace of God. In the end, three great people joined the team.   Kip, Diane, and Karin were all hard-working, engaged, and eager to sell.  The only problem is all four of us were straight-up greenhorns.

In the early days before the store opened, we unpacked boxes and stocked shelves.  Kip set up the computers and word processors. Diane and Karin set up professional demonstration guides to use with customers.  I established my office, employee files, and the sales reporting system required by headquarters.  One of the most important lessons learned from those early days of leadership was the value of disciplined training right along with my team.  We dug deeply into the technology of the equipment we had for sale.

Kip knew the Apple computer and taught it to us.   I taught the team the 800 technology and a host of sales and marketing techniques.  Since I was fresh from the training center, I had professional guides to share with my team.  We learned the features, advantages, and benefits of the copiers and fax machines.  We studied and learned for weeks as we continued to unpack more boxes and stock more shelves. It was a busy and energizing time full of expectancy and getting to know one another.  After all, everyone at headquarters had high hopes for this store in the fancy Chestnut Hill area.

Finally, we were ready for opening day and Gil was there to help us receive all the new customers.

Join me next month for the continuation of the Xerox Boston experience and the big grand opening of the store.  Sometimes it takes more than just hard work and commitment to be successful.  But as with most of life’s struggles, we emerge stronger and smarter by going through the storm.  I knew I couldn’t give up and the only way to go was through.