Should your sales managers be responsible for meeting their own individual quota? Or is the “selling sales manager” function flawed?
This is a question that frequently comes up for debate. If you look to the sports world, however, you’ll see that few teams use “player-managers.”
That rule should hold true in business as well. There is inherent conflict if a sales manager is required to supervise, coach, and mentor salespeople while also carrying a separate quota.
3 Reasons Sales Managers Shouldn’t Sell
There are three main reasons having sales managers lead AND sell isn’t the best approach.
Reason 1: It Damages Your Sales Culture
The first important issue with the “selling sales manager” function is that the competition between salesperson and manager can quickly lead to a negative sales environment.
A little bit of healthy competition can be beneficial to a sales team. But when it’s between a manager and their direct report, it’s never a good thing.
The dynamic between sales manager and seller should be one of support, mentorship, and trust—and the dual-function role can be harmful to that relationship.
Even if sales leads are distributed fairly, the team may believe that the manager is picking the cream of the crop for themselves.
Overall, having a sales manager who sells next to their direct reports can lead to distrust, poor morale, and a toxic sales culture.
Reason 2: It Sacrifices Sales Coaching Quantity and Quality
Sales managers never seem to have enough time to get everything done. If they are also required to have their own accounts, there’s a good chance they won’t prioritize coaching their team.
Sales managers should focus on four things:
- Working with salespeople to develop goals—and holding them accountable
- Training and coaching the team to improve performance levels
- Motivating sellers to reach target—especially during lean times
- Recruiting, hiring, and developing sales talent
Of these, sales coaching has the greatest impact on performance. Sales managers need to focus on training and developing each player and bringing out the best in all of them. They can’t do that if they’re focused on meeting their own personal quota.
The bottom line? It’s next to impossible to do the quantity and quality of sales coaching necessary for a team while still bringing in personal sales. And if an account-holding manager does focus on sales coaching, they risk neglecting their customers.
Reason 3: It Can Be a Tricky Balance
Top sales performers don’t always make great sales leaders, because the roles require two distinct skill sets. And if you require sales managers to meet both an individual contributor quota and a team quota, you’re not allowing them to focus on either role.
The transition from seller to manager is one of the most challenging career shifts in business. Most of us have seen what can go wrong when a company promotes their top salesperson to sales manager without support.
Your new sales manager will need to develop a new skill set while managing former peers. As their sales leader, your support during this transition will determine not only their success but the performance of their sellers. Give your first-time sales managers the training and time to focus on leading the rest of the team.
Read Advice for New Sales Managers for practical tips.
When Should Sales Managers Sell?
In some industries it may be difficult for a sales manager not to have his or her own customers. Small companies may not be able to justify the cost of a sales manager without their own sales quota. If this is the case, sales managers must take extra strides to prioritize coaching and building trust with the team.
Remember, what’s true for large companies is just as true for smaller companies: Sales managers are force multipliers. Commit to developing your sales managers into the most effective leaders they can be, and your entire team’s performance will improve as a result.
How to Build Trust as a Sales Manager
To lead effectively, managers must build a foundation of trust—and they must be able to focus all their efforts on empowering the team. Sales managers can build trust through consistent actions over time. Here are several ways sales managers can create supportive and productive relationships.
Be Transparent and Communicate
Share company goals, changes, and challenges honestly. Explain the “why” behind decisions and policies. Admit when you don’t have answers, and follow up when you do.
Follow Through
Keep commitments, meet deadlines, and do what you say you’ll do. If something changes, communicate immediately and explain why.
Invest in Salesperson Success
Spend quality time coaching and developing each seller individually. Help remove obstacles blocking their deals. Provide training, tools, and opportunities for growth.
Be Fair and Consistent
Apply policies, expectations, and consequences equally across the team. Avoid favoritism or treating people differently based on performance alone.
Listen Actively and Act on Feedback
Create safe spaces for honest conversation. Ask for input on territory changes, process improvements, or team challenges. Show you value their expertise.
Developing Sales Management Skills
The role of a sales manager is less about “managing” and more about coaching salespeople to perform at the highest possible levels.
Exceptional sales management is key to an organization’s success. Sales training, support, and knowledge can give your sales managers the foundation to succeed.
At The Brooks Group, we’re passionate about giving sales managers the skills and tools needed to empower their sales teams. Learn more about our sales leadership training programs today.
