TLDR Summary
A title doesn’t make someone a leader—their actions do. The best sales managers aren’t just great closers; they’re the ones who help others win before they ever get the job. If a rep is already coaching, problem-solving, and taking ownership beyond their own deals, that’s who you want leading your team.
A great sales rep doesn't always make a great sales manager. That's something my dad told me early on, and he was right. Selling and leading require two very different skill sets. Some of the best sales managers I've worked with weren't the top closers—but they were the ones who made everyone around them better.
So how do you know if a sales rep has what it takes to step up into leadership? Here's what I look for.
1. They Help Others Without Being Asked (or Rewarded)
If you're only helping when there's something in it for you, you're not a leader—you're just playing the game. A real leader is the one quietly removing roadblocks, making sure their team can do their jobs better.
The best future sales managers are already acting like leaders before they have the title. They're the ones helping a struggling teammate with a tough deal, sharing what's working without being asked, and doing the behind-the-scenes work that doesn't come with a round of applause.
When I'm looking for a new sales manager, that's the first thing I notice. Who's showing up for the team when no one's watching?
2. Can They Coach—Not Just Sell?
Being great at sales doesn't automatically make you great at teaching sales. Coaching is a completely different skill set—but the best future sales managers often show coaching qualities long before they get a leadership title. The trick is knowing where to look for it.
How to Spot Coaching Potential in Sales Reps:
Do they naturally give useful feedback? If reps go to them for advice on handling deals—and they give practical, thoughtful responses—they might have the coaching gene.
Are they patient? Great coaches don't just tell people what to do; they help others figure things out for themselves. If a rep takes the time to talk through solutions instead of just giving quick answers, that's a strong sign.
Do they elevate others? When a teammate closes a deal, does this rep celebrate it? Do they give credit where it's due? That's leadership in action.
How do they respond to coaching? A rep who's defensive about feedback will struggle as a manager. A rep who asks for feedback and applies it is already thinking like a leader.
If a sales rep is already acting as a go-to resource for their team—whether it's on CRM best practices, pricing strategy, or closing techniques—they're probably showing signs of a strong future coach.
3. They Can Handle Pressure & Responsibility
A lot of reps don't realize that stepping into sales management comes with a whole new kind of pressure. When you're a rep, you own your number. When you're a manager, you own everyone's number. That's a big shift, and not everyone is built for it.
Some key signs a rep might be ready:
They take ownership beyond their own deals. If they already think in terms of “we” instead of “me,” they're mentally preparing for a leadership role.
They don't need constant validation. As a rep, you get credit for the deals you close. As a manager, your reps get the credit—you just get the responsibility. If someone thrives on recognition too much, they'll struggle with that transition.
They can manage stress without spreading it. Sales is high-pressure, but good managers don't pass that pressure down in a way that destroys morale. If a rep stays composed under stress and helps others do the same, they've got a leadership mindset.
The best sales managers don't just hit goals—they help others hit them, too.
4. Some Reps Should NOT Be Sales Managers—And That's Okay
Too many companies automatically promote their top seller to sales manager—and then wonder why the team starts falling apart. The truth is, some sales reps are better off staying in high-level selling roles instead of moving into leadership.
Some warning signs that a rep isn't suited for management:
They only care about their own deals. If a rep is focused solely on their pipeline and never makes time to help teammates, they won't magically start caring about the team just because they get a title.
They resist structure and process. If a rep hates weekly check-ins, CRM updates, and accountability, they'll struggle as a manager. Leaders need to embrace structure, not fight it.
They're reactive, not proactive. A good manager doesn't just respond to problems—they anticipate them. If a rep only fixes issues when they're already a fire drill, they might not be ready for leadership.
They lack patience for coaching. Some reps are incredible sellers but terrible teachers. If a rep gets frustrated explaining things, prefers to work alone, or doesn't take time to lift others up, they're probably not a fit for management.
And that's okay. Some of the most successful people in sales stay in selling roles instead of moving into management. Not everyone has to be a leader to be great.
Final Thought
The best sales managers aren't just the best sales reps. They're the ones who help others win. They create structure without stifling their team, they take responsibility for the people they lead, and they know how to coach instead of just close.
If you're trying to develop strong sales managers in your organization, SalesEthics helps companies train their leaders to build high-performing teams. No commitment at all on the consultation -- it's free. Looking forward to hearing from you.
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