Why Career Growth Isn’t Always About Getting Promoted, According to This Sales Leader

April Beauford has spent nearly 26 years building her career at American Family Insurance, moving from Commercial Lines Services to contact center operations, business systems and IT, and eventually sales leadership. Today, as a Sales District Leader based in Des Moines, Iowa, she supports 32 agency owners across Central and Northwest Iowa, helping them improve performance, pursue growth, and deliver better customer outcomes.

Her path to leadership wasn't always a straight line. Beauford made several lateral career moves that didn't immediately come with promotions, but each one helped her develop new skills and perspectives.

She also returned to school while working full-time and raising three young children, earning a bachelor's degree in marketing and later a graduate degree in information management.

Those experiences shaped her collaborative, growth-oriented approach to leadership. Beauford believes that supporting others means helping them build their own problem-solving skills, connecting them with resources, and making sure they have opportunities to demonstrate their strengths. She also sees sponsorship — advocating for people when they aren't in the room — as a powerful way to help women advance.

That philosophy extends beyond her own team. Beauford organized the Women of Iowa Networking Summit (WINS) to bring female agency owners together to share experiences, exchange ideas, and build professional connections.

“I believe one of the most powerful ways to support other women is through sponsorship, creating opportunities for them to showcase their talents and advocating for them when they're not in the room,” she tells Fairygodboss. “That's one reason I organized WINS, bringing together female agency owners to collaborate, share experiences, and build stronger professional connections. It also created an opportunity to highlight the expertise of women from across our organization and give them a platform to share their insights with others.”

Here, she discusses the career decisions that shaped her leadership style, the value of mentorship and sponsorship, and her advice for women pursuing leadership roles.

Could you share what your day-to-day looks like and how you prioritize your time?

No two days are exactly alike. Much of my time is spent visiting agencies across my district, preparing for coaching conversations by reviewing performance trends, and identifying opportunities to help agents achieve their goals.

I also support agents with questions ranging from business planning and sales opportunities to operational challenges and system changes. In addition, I facilitate monthly district meetings and quarterly in-person events designed to share best practices and strengthen collaboration across agencies.

Recruiting future agency owners is another key priority, along with analyzing district and agency-level data to identify trends and opportunities for growth.

Because I'm frequently on the road, effective time management is essential. I've learned the importance of delegation, leveraging business partners, and protecting time on my calendar for the work that creates the greatest impact. Staying focused on my core priorities, coaching and recruiting, helps me ensure my time is spent where it matters most.

What career decision or move are you most proud of so far?

I'm most proud of the lateral moves I made throughout my career. Three times, I chose opportunities that didn't come with a promotion but offered valuable experience and growth. Whether moving back into operations leadership, relocating to Iowa for a Sales Planning Manager role, or stepping into IT to support agency technology, each move helped me develop skills and perspectives I wouldn't have gained otherwise.

Those experiences taught me that career growth isn't always about moving up. Sometimes the best opportunities are the ones that broaden your skills, challenge you, and prepare you for the role you ultimately want.

What has been your most valuable career mistake, and what did you learn from it?

At the time, moving into an IT leadership role felt like a mistake because it took me outside my comfort zone and away from the sales organization. I often felt underqualified compared to the technical experts around me.

What I learned, however, was that leadership isn't always about being the subject matter expert. My role was to connect people, translate business needs, and help teams work together effectively.

That experience gave me confidence that I could succeed in unfamiliar situations and taught me not to let self-doubt prevent me from pursuing new opportunities. Some of the greatest growth happens when you're willing to take on challenges before you feel completely ready.

What role have mentorship, sponsorship, or workplace communities played in your professional growth?

Mentorship has been important throughout my career, but sponsorship has been especially impactful. Having leaders who advocate for you and speak positively about your work when you're not in the room can open doors that might otherwise remain closed.

A great example was my participation in an SDL development program. Through that experience, I built relationships with leaders who recognized my strengths and later encouraged me to pursue new opportunities, including my move to Iowa.

I've also found that sharing ideas, tools, and best practices across teams creates opportunities to build credibility and relationships. Often, those connections lead others to advocate for you when new opportunities arise.

How would you describe your leadership style?

I would describe my leadership style as curious, collaborative, and growth-oriented. I'm a lifelong learner, and I believe some of the best leadership starts with asking thoughtful questions rather than assuming you have all the answers. By taking time to understand people's goals, challenges, and perspectives, I can better support their success.

I also see my role as a connector, helping bring together the right people, resources, and expertise to solve problems and create opportunities.

What is one management strategy you've found particularly effective with your team?

One of the most valuable lessons I've learned is the importance of empowering others rather than solving every problem for them.

Early in my leadership career, I thought being supportive meant always providing answers and taking on additional work myself. Over time, I realized that approach wasn't sustainable and didn't always help others grow.

Today, I focus more on coaching people toward the right resources and helping them develop their own problem-solving skills. It's the classic idea of "teaching someone to fish," and it ultimately builds stronger, more capable teams.

What do you believe is essential when onboarding new team members and supporting them early on?

I believe availability and connection are critical during the onboarding process. Starting a new role can be overwhelming, so it's important that people know they have support and someone invested in their success.

I also believe in connecting new team members with strong peer mentors who can provide guidance, answer questions, and help them feel part of the broader team community.

How do you make sure your direct reports feel well supported both inside and outside the office?

It starts with building genuine relationships. I make an effort to learn about their families, interests, and goals because what happens outside of work often influences what happens at work.

I also believe in celebrating successes. Whether recognizing achievements in front of peers or sharing a team member's accomplishments with their family, those moments help people feel valued not only for what they do, but for who they are.

I hope they become more confident and capable because of our time working together. If I've helped them develop a new skill, think differently about a challenge, or achieve a goal they may not have reached on their own, then I've done my job well. Their success is ultimately my success.

What are 2–5 practical ways women can help support and advance the careers of those around them?

• Advocate for others when they aren't in the room.
• Share and promote other women's ideas, accomplishments, and best practices while giving them proper credit.
• Invite women into visible opportunities such as projects, presentations, and leadership discussions.
• Celebrate successes through recognition, whether directly or by sharing praise with their leaders.
• Be intentional about mentorship and sponsorship, helping others build confidence and visibility.

In what ways does your organization foster a supportive and inclusive environment for women?

One of our organization's goals is increasing the representation of women in leadership, and I've seen meaningful progress toward that goal throughout my career. Within sales, I see more women leading teams, driving major initiatives, and finding success as agency owners. That visibility matters because it helps others envision themselves in those same roles.

Our Business Resource Groups, including the Women's BRG, also provide valuable opportunities for connection, development, and support across the organization.

What is your No. 1 piece of advice for women aspiring to or stepping into leadership roles?

Be willing to get uncomfortable. Some of the most rewarding opportunities in my career came from stepping into roles where I didn't have all the answers. Don't wait until you feel perfectly qualified. Trust your ability to learn, adapt, and grow. Often, the opportunities that challenge you the most are the ones that have the greatest impact on your development and future success.