The Promotion and the Promise
Jim, the company’s newly promoted sales manager, had made it clear to everyone that he was laser-focused on excelling in his new role. Today, he was introducing Ellen, the first salesperson he had hired, to a crucial weekly activity report. This was only her fifth day on the job.
“This report,” Jim explained, “is here to help you identify what’s working and what isn’t, so you can adjust easily and make sure your daily behaviors support your income target. It’s not a punishment. I need you to fill this out so I can fulfill my commitment to you. Ellen, I’m here for one reason and one reason only: to help you and the rest of this team succeed. I want you to know, I’ve got your back.”
Ellen smiled. “That’s great to hear.”
The Distraction
Just then, Jim received an email from Roderigo, his top client from his days as a salesperson—which ended just last month. Now, Roderigo fell under Ellen’s responsibility, as his company was located in her new territory.
Roderigo needed a quick Zoom call. Jim hesitated. Ellen was still green. She barely knew the product catalog, let alone how to handle a high-profile client like Roderigo. If he looped her in, it would slow things down. Besides, Jim rationalized, she could listen in and learn.
“I need to take this,” Jim said, opening his laptop. “Just listen, take notes, and you’ll pick up some things.”
Ellen nodded, slightly uncertain, but poised her pen above her notepad.
Role Check?
As the screen flickered, Roderigo’s confident smile appeared.
“Jim! Glad you could jump on so fast.”
“Always a pleasure,” Jim replied. “What’s going on?”
Roderigo launched into an update about his company’s expansion. He needed a massive reorder—bigger than any deal Jim had ever handled for him. The thrill of closing a major deal kicked in. Jim nodded along, making quick calculations in his head. Within minutes, they nailed down the terms.
“I want to get this done today, Jim,” Roderigo said. “No delays, no back and forth. We trust you to make it smooth, just like always.”
Jim grinned. “Of course. I’ll personally handle everything.”
As he continued the call, Jim barely noticed Ellen sitting beside him. Her expression shifted from attentive to sidelined. She wasn’t part of the conversation. She wasn’t learning. She wasn’t acknowledged.
Ellen thought to herself: That company is in my territory. If this is how he shows me he’s got my back ... maybe I picked the wrong company to work for.
The Aftermath
Fifteen minutes later, the deal was done. Jim shook Roderigo’s virtual hand and ended the call, leaning back in satisfaction.
“Well, that was huge,” he said, turning to Ellen. “And lucky for you, you just got your first big client on the books!”
Ellen blinked. “Well ... yeah, but ...”
“You’re going to hit the ground running,” Jim said, smiling. “I just know it. Roderigo is your responsibility from here on out, of course. Congratulations. You just earned a big commission on the company’s biggest account.”
Ellen forced a smile, but her grip on the pen tightened. “But... I didn’t actually do anything.”
Jim clapped her on the shoulder. “You watched, you learned. That’s how it starts. Don’t worry. You’ll get the hang of it.”
The Problem
Jim thought he was helping Ellen by letting her observe the deal. In reality, he had set her up for failure:
She hadn’t built a relationship with Roderigo.
She hadn’t participated in the negotiation.
Roderigo still saw Jim as his go-to contact.
Ellen was now expected to manage a high-stakes client without the necessary foundation.
Jim imagined he was excelling as a sales manager. In reality, he was still playing the role of a salesperson. He never stopped to ask: Is this really my job now?
The Takeaway: Sales Managers Must Let Go
The first responsibility of a newly promoted sales manager is to transition their client relationships to the sales team. To do this effectively:
Turn Over the Client List – Immediately assign accounts to the appropriate salespeople.
Communicate the Change – Ensure clients know who their new contact is.
Facilitate Proper Handoffs – Conduct introduction meetings to transition relationships.
Redirect Client Calls – When clients reach out, reinforce that their new contact is the salesperson.
A great sales manager doesn’t just close deals—they empower their team to do so.
Jim had the best intentions, but by stepping in, he undermined Ellen’s development and eroded trust. Sales managers who keep selling send a damaging message: I don’t trust you to do this job. The true job of a manager isn’t making sales—it’s making salespeople successful.