How to Be a Great Sales Manager for Sales Reps Older Than You

Managing a sales team comes with challenges, but one that often catches new managers off guard is leading reps who are older and more experienced. If you’re stepping into this role, you might find yourself wondering how to establish credibility, earn respect, and effectively lead without overstepping. The key? It all starts with respect, recognition of experience, open conversation, and understanding motivations.

Understand Their Motivations

Just like with any sales rep, success in management starts with understanding what drives the individual. Why are they in this role? What do they want to accomplish? Are they looking for stability, career growth, or something else entirely? Taking the time to learn their motivations shows that you respect them as professionals and as people.

Not every sales rep is motivated by the same incentives. While younger reps may be focused on climbing the career ladder quickly, older reps might prioritize stability, autonomy, or even the opportunity to mentor others. As a manager, recognizing and catering to these motivations—whether through flexible work arrangements, leadership opportunities, or alternative incentives—can make all the difference in team engagement.

Establish Authority Early

One of the most common mistakes new managers make is hesitating to assert leadership. You don’t have to walk in with all the answers, but you do need to set the tone from day one. Start by being clear about expectations—both what you expect from your team and what they can expect from you. Communicate your vision, define roles, and establish standards for accountability.

At the same time, credibility isn’t just about setting expectations—it’s about demonstrating competence. If your team is using a CRM, master it. If they’re cold calling, know the talk tracks inside and out. Showing that you’re willing to get in the trenches and understand their world goes a long way in proving that you belong in a leadership role.

Respect Their Experience and Ask for the Right Kind of Advice

Acknowledging the experience of your older sales reps is essential, but it has to be done carefully. You can’t simply ask, “What would you do?”—you’re the manager, and your team expects leadership. Instead, approach it in a way that maintains your authority while still valuing their insights. For example:

• “How can I help you be as successful as possible?”

• “I’m gathering input from the team—what are your thoughts on this approach?”

By framing questions this way, you show that you value their knowledge without abdicating your role as the leader.

Lead by Example

Experienced reps don’t just listen to what you say—they watch what you do. If you want to earn their respect, show them that you’re willing to roll up your sleeves and get involved. That doesn’t mean micromanaging, but it does mean leading from the front.

• If you expect high activity, be visible in driving pipeline growth.

• If you push for accountability, make sure you hold yourself to the same standard.

• If you emphasize coaching, be open to feedback and demonstrate continuous improvement.

A manager who only gives orders without backing them up with action will struggle to gain buy-in from experienced reps. Leadership isn’t about being the best at every task—it’s about setting the example for how things should be done.

Adapt Your Coaching Style

Not every rep responds to feedback the same way, and this is especially true for those with years of experience. While a newer rep might be looking for step-by-step guidance, a seasoned salesperson often benefits from a more collaborative coaching style. Instead of giving prescriptive feedback, shift to a problem-solving approach:

• “What challenges are you running into? Let’s work through them together.”

• “I noticed [X] happening in your pipeline—what do you think might be getting in your way here?”

By making coaching a two-way conversation, you create an environment where experienced reps feel supported rather than micromanaged.

Balance Leadership and Collaboration

Being a strong manager doesn’t mean having all the answers. It means guiding the team while fostering collaboration. If an experienced rep has a particular strength—whether it’s data analysis, CRM expertise, or industry knowledge—find ways to leverage that while still maintaining leadership. One effective approach is to give them responsibilities that align with their strengths, like overseeing reporting or training junior reps, without relinquishing overall control.

Common Mistakes to Avoid

While managing older sales reps, there are several pitfalls that can damage trust and productivity. Here are a few to watch out for:

• Failing to establish authority: It’s important to show respect, but don’t be hesitant to lead. If you’re overly deferential, your reps may see you as weak or indecisive.

• Assuming they resist change: Just because a rep has been in sales for years doesn’t mean they’re unwilling to adapt. Approach change with a collaborative mindset instead of assuming resistance.

• Micromanaging: Experienced reps don’t need to be constantly checked on. Trust their expertise and focus on results rather than rigid oversight.

• Ignoring their insights: If you don’t acknowledge their experience, they may disengage. Make sure they feel heard and valued while maintaining your role as the decision-maker.

Keep the Conversation Open and Honest

At the end of the day, leadership isn’t about age—it’s about how well you communicate, listen, and guide your team toward success. Older reps, like younger ones, don’t want to be micromanaged. They want to be led. Creating a culture of mutual respect, collaboration, and open conversation is the best way to ensure that your entire team—regardless of age—thrives under your leadership.

Develop your Sales Managers with SalesEthics

For more than 30 years, Ed has helped organizations train sales leaders to navigate real-world challenges and build high-performing teams. Start your free consultation to learn how we can help your managers lead with confidence.