Arrive Logistics Career Growth & Development

I started as an entry level sales rep, before moving up to the top tier of our team. Then I got promoted to manager, and now I’ve come full circle and I’m the manager that handles the trainees on our team. I was challenged by the people that mentored me in a very constructive way that made me grow outside of my comfort zone.

The thing about Arrive is that there’s always a support system — there are plenty of people I can lean on on my team. And now it’s great because we have an extensive training program with more resources, in addition to a valuable support system when new hires hit the floor.

From formal training programs, mentorship opportunities and on-the-job learning experiences, I’ve been able to acquire new skills and enhance existing ones. I’ve had the chance to work on challenging projects, collaborate with talented colleagues and expand my skill set in ways I never imagined.

Arrive has always ensured that we have what we need to be the best possible brokers in this setting. The mentorship program is a great example of listening to what people need on the floor and providing support so the day-to-day work is a little less hectic.

What separates Arrive from many other brokerages and companies in general is its mentorship program. My progress in this role would have been significantly slower without the mentorship program, and I believe it is vital to this company’s growth and success. It allows people who already have the right mindset to sharpen their skills with someone who already has a lot of valuable experience. 

What makes promotion criteria feel fair and clear — and what evidence supports it?

To make a promotion feel fair and clear, there should be consistency on criteria to get promoted for the entire team as well as consistency on achieving high performance in the employee’s current role before being considered for the next level. These can be specific goals or metrics that need to be met and clear achievement of all aspects of their current role. Ideally, we would like managers to provide real-time feedback and guidance to employees on what they need to accomplish to get to the next level or they could also have a set rubric for each level in an organization. In situations where there are multiple employees that could be a good fit for the role, it is fair to open the position for internal candidates to apply. This then provides a fair opportunity for anyone interested to apply and be considered on a fair playing field based on how they interview and the skill sets they bring to the table.

Which program most improved your capability in your role — and what changed after?

There wasn’t a specific program for my specific role, but having a manager that pushes you to the next level and encourages you to take on new challenges always provides the opportunity to gain new skill sets and build confidence in your work. However, at Arrive, I believe our training and mentorship programs really provide our representatives the opportunity to get hands-on support and coaching to be successful in their roles starting on day one.

What manager or mentor behavior consistently accelerates growth?

Managers that let their employees have stretch opportunities accelerate growth. Even if you feel that the employee might not achieve the level of work you are expecting, having them try it on their own and helping them along the way really instills confidence and new skill sets in employees. Additionally, providing more of the overall picture and not staying confined to a specific area helps the employee have a more strategic approach and better problem-solving for the company as a whole. Lastly, I think real-time feedback that is honest is critical to help someone grow. This can be related to areas of growth or feedback highlighting what they did well so they can replicate those same behaviors.