Some sales managers may find themselves wearing two hats: leading their teams while still engaging in direct selling. This duality is especially common in industries where face-to-face selling drives revenue. Balancing the responsibilities of managing people, setting targets, and nurturing client relationships while also meeting personal sales goals can be challenging.
That’s where leadership and management training become necessary more than ever. These programs provide sales managers with the skills to inspire their teams, handle the operational demands of leadership, and maintain peak performance in their own sales activities. For sales managers still in the field, training isn’t just about developing leadership skills in theory. It’s also about applying them in real-world, client-facing situations.
This article will take a closer look at the core competencies, best practices, and strategies sales managers can adopt to excel in both leadership and selling roles.
The Dual Role of a Sales Manager
Challenges of Leading and Selling
Unlike managers who work exclusively behind the scenes, sales managers split their focus between leadership duties and revenue generation. They must:
- Guide and motivate their sales team while keeping morale high.
- Maintain personal quotas alongside team targets.
- Model best practices in client engagement.
- Handle time pressures as they balance coaching and personal sales calls.
The dual role often demands strong organizational skills, the ability to delegate effectively, and a mindset that values both personal performance and team success equally.
The Added Complexity of Face-to-Face Selling
Face-to-face sales require nuanced interpersonal skills, rapid adaptability, and a high level of emotional intelligence. When a sales manager is in the field, they must not only close deals but also represent the leadership culture they want their team to emulate. This visibility can inspire a team, but it also means the manager’s actions are constantly under scrutiny.
Why Leadership and Management Training Matters
Bridging the Gap Between Selling and Leading
Leadership and management training offers tools for balancing the evolving demands of personal sales goals and team leadership. Without it, managers may over-focus on one area at the expense of the other, risking team underperformance or missed personal quotas.
Enhancing Decision-Making in High-Pressure Situations
Sales managers who sell often make decisions on the fly—both in client meetings and in managing team dynamics. Training enhances their ability to quickly evaluate options, anticipate consequences, and choose strategies that align with broader organizational goals.
Preventing Burnout and Role Overload
A selling manager’s schedule can easily become overwhelming at times. Training programs often include time management and delegation strategies to prevent burnout, ensuring managers remain effective in the long term.
Core Competencies to Develop Through Training
Strategic Communication
Effective communication is more than delivering instructions. It’s about inspiring action, fostering trust, and building alignment between individual and team objectives.
Training Focus Areas:
- Adapting your communication style to different personalities.
- Providing constructive feedback without demotivating.
- Active listening to uncover underlying issues.
Coaching and Mentorship Skills
Although personal sales are important, a sales manager’s lasting legacy is often seen in both the personal and professional growth of their team members.
Training Focus Areas:
- Conducting productive one-on-one coaching sessions.
- Spotting and nurturing potential in team members.
- Using role-play scenarios to build selling confidence.
Performance Analysis and Data Interpretation
Managers must understand sales metrics not only to track results but to identify trends and pinpoint areas for improvement.
Training Focus Areas:
- Interpreting KPIs beyond surface-level numbers.
- Linking performance data to actionable strategies.
- Recognizing early warning signs of underperformance.
Emotional Intelligence (EQ)
High EQ allows managers to lead with empathy, navigate interpersonal conflicts, and foster strong client relationships.
Training Focus Areas:
- Recognizing emotional triggers in yourself and others.
- De-escalating tense situations.
- Building rapport in high-stakes client meetings.
Best Practices for Balancing Selling and Leading
Lead by Example in the Field
One of the most powerful ways to inspire a sales team is by demonstrating the behaviors and tactics you want them to adopt. This means showing professionalism, resilience, and adaptability during client interactions.
Tip: Share stories from your own selling experiences to provide relatable learning moments.
Set Clear Boundaries Between Roles
Switching between selling and managing can cause role confusion. Establishing specific time blocks for leadership activities and client-facing work helps maintain focus.
Tip: Use tools to protect leadership time from being consumed by sales tasks and vice versa.
Delegate with Purpose
Not every decision or task needs to pass through the manager. Empowering team members to take ownership not only lightens your load but also fosters their development.
Tip: Match delegation assignments to each team member’s strengths and growth goals.
Keep Training Continuous
Leadership and selling skills both require ongoing development. Staying updated on sales techniques, industry changes, and management best practices keeps you competitive.
Tip: Schedule regular training refreshers, even during busy sales seasons.
Incorporating Face-to-Face Selling into Leadership
Observational Learning in Client Meetings
When sales managers bring team members to client meetings, they create opportunities for observational learning. This allows employees to see how theory translates into practice.
Implementation Idea: After the meeting, conduct a quick debrief to discuss what went well and what could be improved.
Role-Playing for Realistic Practice
In-person selling often presents unpredictable situations. Role-playing exercises in training sessions can prepare the team to handle objections, tough negotiations, or last-minute changes.
Implementation Idea: Rotate roles between salesperson, client, and observer to give team members a full perspective.
Feedback Loops That Encourage Growth
Face-to-face interactions generate immediate impressions. By creating structured feedback loops, managers can quickly address both strengths and areas needing improvement.
Implementation Idea: Consider using a “two positives, one improvement” format to keep feedback constructive.
Technology’s Role in Supporting the Dual Role
While face-to-face selling relies on human interaction, technology can help manage the leadership side of the role.
Tools That Can Help:
- CRM Systems: Track both personal and team pipelines in one place.
- Collaboration Platforms: Streamline communication and reduce meeting overload.
- Performance Dashboards: Provide at-a-glance insights for quick decision-making.
Integrating technology into leadership and management training ensures managers can leverage tools without losing the human touch in sales.
Building a Leadership Style That Supports Success
Adaptive Leadership
Face-to-face selling environments are often dynamic. Adaptive leaders adjust their style based on the team’s needs and the situation.
Key Traits:
- Flexibility in communication.
- Willingness to pivot strategies.
- Openness to feedback from the team.
Servant Leadership
By putting the needs of the team first, servant leaders foster loyalty and commitment. This style works well for sales managers still in the field, as it emphasizes support over command.
Key Traits:
- Prioritizing team well-being.
- Removing obstacles to success.
- Leading with empathy.
Measuring the Impact of Leadership and Management Training
The effectiveness of training should be evaluated through measurable outcomes. Sales managers can track the following metrics:
- Improved Team Performance: Increases in quota attainment and win rates.
- Higher Employee Engagement: Reduced turnover and higher morale.
- Sales Stability: Maintaining or exceeding sales targets despite leadership duties.
- Faster Ramp-Up for New Reps: Shorter onboarding times for new hires.
Regularly reviewing these ensures the training is producing tangible results.
Overcoming Common Pitfalls
Overemphasis on Personal Sales
When sales managers focus too much on their own numbers, the team’s performance may stagnate. Training helps managers balance personal success with the growth of others.
Neglecting Leadership Development
Some managers rely solely on their sales experience, assuming it translates to leadership skills. This can lead to ineffective coaching and unclear direction.
Inconsistent Communication
A lack of regular updates or feedback creates confusion. Leadership training emphasizes consistent, transparent communication.
The Bottomline
Sales managers must produce results as both leaders and individual contributors. Here is where leadership and management training can give the framework, skills, and mindset to excel in both capacities. The combination of leadership excellence and face-to-face selling expertise doesn’t just benefit the sales manager; it also elevates the entire organization’s performance.
A Synergy of Leading and Selling
Our management courses for leaders at Luxen & Co. will teach you to inspire and guide teams while maintaining a competitive edge in the field. Through hands-on workshops, personalized coaching, and real-world scenario training, you’ll gain the confidence to delegate effectively, make data-driven decisions, and model the sales behaviors you want your team to adopt.
Sign up to set a high-performance standard for yourself and your team!
