Why Sales Managers Coach the Deal Instead of the Rep

sar

A VP of sales I will call Mark used to feel best about his job on Thursday afternoons. That was the day he would jump onto a call with a rep’s stalled six-figure deal, tell the buyer’s economic decision-maker exactly what they needed to hear, and watch the deal start moving again. He called this coaching. It was not.

9 Signs Your Frontline Supervisors Were Promoted, Not Developed

4. Rebuild confidence after a bad quarter Q&A

Most lists of warning signs for new managers read the same way no matter the industry: poor delegation, weak communication, low morale. None of that is wrong, and none of it is particularly useful, because it describes the outcome and not the mechanism.