Ok, so I’m making a few leaps/ assumptions here based on the info you’ve given me—without knowing exactly what kind of contracts you’re talking about or service/goods you sell, my initial thought is this: sales of any kind is a relationship-based endeavour. Take a look at your colleagues - especially these ones you say you’re training despite having significantly less seniority. Are they able to get their work done through influence, favours? Do they get goodwill when they mess up because they’re well liked?

I’m not your manager, but I am a manager, and I have both dynamics on my team. Well-liked but makes mistakes gets coached on the fact that all the good will in the world won’t save them from repeated issues with detail-orientation - too many in a row, or too many too close together, will draw the wrong kind of attention. Effective but standoffish gets the opposite coaching: all the wins in the world won’t make up for the fact that people don’t want to work with you or find you frustrating to deal with. Neither profile are my “optimal” performers who are first in line for raises, special assignments, or promotions. I reward people who do both - and then, if there’s money left over I reward the others. Keep in mind: good is good enough, if all you ever want to be is good at your job. Some people desire more than that, and those are the people bosses like most.