Optimizing Sales Managers’ Performance

Over the last twenty years, systematic surveys and interviews with salespeople that I have participated in have illuminated consistent themes that shed light on the effectiveness of sales managers. These insights hold profound value, offering a roadmap for sales managers looking to refine their leadership style and drive performance within their teams. Feedback collected from these studies is typically categorized into two distinct areas: actions that managers should stop or reduce, and practices they should continue or enhance.

2 Things Sales Managers Should Do LESS of

1. Focus on activity updates

One recent salesperson put it succinctly: “Weekly activity calls are a complete waste of time.” Another added, “We can summarize what we are doing for the week in an email.” A recurring sentiment among salespeople is that “asking for updated forecasts several times a week doesn’t help us sell more. It just distracts us from trying to close sales.”

2. Focus on non-revenue-generating tasks

Many salespeople express frustration at the amount of time spent updating records, attending uninformative team meetings, or performing tasks that appear to serve the manager’s administrative needs rather than their own development. As salespeople see it, these activities take away valuable time that could be spent selling or improving their skills.

3 Things Sales Managers Should Do MORE of

1. Consistently Providing Constructive Feedback

Constructive feedback is the cornerstone of personal and professional growth. Sales managers who prioritize regular, actionable feedback empower their teams to refine their skills and improve their performance. A salesperson described this power succinctly: “[My manager’s] insights and guidance have been instrumental in refining my approach, enhancing my skills, and ultimately contributing to my professional development.”

Effective feedback is not limited to pointing out areas of improvement. It also involves recognizing successes and reinforcing positive behaviors. Sales managers should aim to create a culture where feedback is a two-way street—offered both formally and informally—to foster open communication. By doing so, managers not only build trust but also demonstrate their investment in their team’s success.

2. Being Consistent with Expectations

Consistency in setting and articulating expectations is fundamental for any sales team to thrive. Expectations should include clearly defined sales behaviors and activities, as well as sales goals. A lack of consistency often leads to confusion and inefficiencies, whereas a focused and steady approach can have transformative effects. One salesperson noted the impact of consistent expectations: “My manager has been very consistent with a focus on prospecting on a daily basis. This has helped me identify more opportunities.”

Sales managers should define clear expectations, communicate them regularly, and provide updates or adjustments as necessary. Whether it’s emphasizing daily prospecting, structuring sales targets, or prioritizing customer engagement, the key lies in ensuring that the entire team understands and aligns with these goals. Regularly revisiting expectations also allows managers to adapt them to evolving circumstances while ensuring the team remains on track.

3. Strategic Focus on Customers

A successful sales team doesn’t just sell—they solve problems. Sales managers who emphasize strategic customer focus help their teams stand out in competitive markets. This involves encouraging innovative approaches to addressing customer challenges and aligning sales strategies to build lasting relationships. One salesperson highlighted the importance of this: “[My manager] helps me identify creative solutions to customer problems, with a sales strategy to put us in a competitive advantage over our competitors.… He doesn’t handcuff me to one way [of selling]. He acknowledges successful outcomes.”

Another salesperson shared how their manager’s strategic insights shaped their approach: “Having my manager provide tips on strategy, reviewing quotes, and walking through the steps… helped me create new questions I need to ask the customer and may not have asked otherwise.” Sales managers should be proactive in helping their teams assess customer needs, refine their approaches, and identify opportunities to differentiate from competitors.

Conclusion

Sales managers who align their priorities with those of their salespeople foster an environment of growth, trust, and performance. By adopting these principles, sales managers can lead their teams to new heights, building a foundation for long-term achievement and resilience in the ever-evolving sales landscape.

Kevin F. Davis is the author of “The Sales Manager’s Guide to Greatness.” For the past 25 years he has provided training and tools for sales management teams that achieve measurable results.  Kevin provides both onsite live and engaging online programs.