Many sales managers are promoted from the front lines. They were strong performers—maybe not the top earners, but consistent, reliable, and organized. And they were often good at handling the paperwork that comes with management.
But here’s the truth:
The most important role of a sales manager is not to sell. It’s to help others sell.
That means letting go of the deals they once owned and stepping into the coach’s seat.
The Hard Truth About Letting Go
For many newly promoted managers, this shift is uncomfortable. After all, their identity was built on closing deals. They were successful because they could sell. And now, they’re supposed to let someone else do it?
Yes—and here’s why.
Success in management is no longer about personal wins. It’s about enabling and empowering your team to win. That’s a whole different scoreboard.
A Real-World Story: When Selling Gets in the Way
Consider Jim, a sales manager, and Jada, one of his new reps.
Scene: Inside the Sales Office
Jim is explaining the monthly report format to Jada when another salesperson interrupts—Bill Larmar, a longtime client, stops by.
“Come in, Bill,” Jim calls out.
“Thought I’d take a look at your new product,” says Bill.
“Perfect timing,” Jim replies with a grin.As Jada leaves the office, she hears Bill joke:
“So you still think you can sell me something—even with all these young guns on your team?”“By the time you leave,” Jim fires back, “you’ll wish you’d come in sooner.”
An hour later, Bill leaves with a 15-terminal commitment. Jim proudly reports the win to Jada.
“Still got it,” he says.
“Way to go,” she responds.
“I’ve got ten more like Bill who still come to me,” he adds.
“What am I supposed to do—send them to someone they don’t know?”
Here’s the issue:
Right before Bill arrived, Jim had promised to review Jada’s prospecting letter. That coaching moment? Gone.
The Hidden Cost of That Sale
Jim may have made a sale—but at what cost?
He told his team—without saying it—that they’re not ready.
He told his client that no one else was capable of handling their business.
He reinforced his own identity as a salesperson, not a leader.
What happens when Jim leaves the company?
That client might leave, too.
Leadership Rule #1: Hand Off the Deals
If you’re a newly promoted sales manager, here’s your first leadership move:
Hand over your client list.
Let your team take the reins. Introduce them properly. Set expectations with the client. Make it clear that your job now is to support your team, not compete with them.
When you cling to your old accounts, you send the wrong message:
“I don’t trust anyone else to do this.”
That erodes confidence—yours and your team’s.
Leadership Rule: Redefine Success
Jim spent an hour closing a deal. Could that hour have been used to coach three reps to close five deals?
Probably.
The most effective sales managers don’t chase wins—they multiply them.
Final Thought
Sales managers:
If you're still making sales just to prove you can, you're missing the bigger picture.
You weren’t promoted to be a super-seller.
You were promoted to build a team of them.
Have you recently been promoted to a sales manager role and are finding yourself struggling with the things discussed above? If so, it's time we had a conversation. Click here to contact us today!
