Apr 1, 2025

From building strong relationships to shirking traditional stereotypes, these are the practices and skills needed to thrive as a sales manager. Written byOlivia McClure Photo: Shutterstock Breaking into sales management isn’t just about making the right connections — it’s about embracing a mindset shift. When an individual contributor becomes a sales manager, their day-to-day work no longer revolves around hitting their own quotas or showing off their own sales acumen. Rather, every workday revolves around giving others the space and tools to showcase their strengths and drive the business forward. “It’s about supporting, guiding and creating an environment where everyone thrives,” Mariam Walker, senior director of community sales at Chamberlain Group , explained. So how does one prove that they have what it takes to empower others as a sales manager? According to Walker, there are various ways in which sales professionals can demonstrate their leadership prowess, whether that’s through mentoring more junior members of their team or leading important projects. But simply being a leader isn’t enough — one must have the right skills to do the job. Ffion Thomson, a sales manager at Trustpilot , believes that the ability to bounce back quickly after setbacks is critical to thriving in this role. “As a manager, resilience is even more important, because your team looks to you for guidance,” she said. While sales managers possess many different characteristics and professional journeys, they’re all united by one common interest: a desire to understand people — and help them succeed. As Personio Account Executive Team Lead Jessica Wilhelm put it, “Building strong relationships with both your team and clients is key to thriving in sales management.” Below, Walker, Thomson, Wilhelm and nine other sales leaders share their individual journeys into sales management, the skills and best practices needed to thrive in the role and their advice for those eager to break into sales management. Featured Companies Account Executive Team Lead, Medium Business  • Personio Personio ’s platform serves as an all-in-one HR solution for small- and medium-sized businesses, enabling them to centralize data, streamline processes and drive employee engagement. Tell us about your journey into sales management. What specific roles, networking opportunities and/or projects helped you get to where you are in your career today? My sales journey has been varied and rewarding. It began with an apprenticeship as a wholesale and foreign trade clerk in the building materials sector, which laid the foundation for my practical skills and hands-on approach. This is where I also discovered my passion for sales, a field that holds personal significance due to my grandfather who was a successful regional sales manager and my lifelong partner in crime. After gaining more sales experience in client-facing roles in smaller companies, joining Personio in 2021 was a pivotal moment in my career. I initially took on the challenge of building and leading a small business team, which eventually evolved into handling more complex deals within the medium business sector. This role has also been instrumental in sharpening my leadership abilities. Throughout my whole career, networking events and industry seminars, particularly those centered around women’s roles in sales and leadership, were key to expanding my professional circle, introducing me to mentors who encouraged my growth. These experiences allowed me to engage with diverse perspectives and discuss topics close to my heart, such as the empowerment of women in business. What advice, skills or best practices do you find most valuable in sales? How do those skills translate into sales management? Resilience, adaptability and self-awareness are essential in sales and management. These skills help navigate challenges and foster a creative, innovative environment. In management, they enable you to support your team effectively, ensuring everyone is aligned and motivated. I encourage my team to break away from traditional sales stereotypes and approach their roles with creativity. Additionally, having clear processes and organization is vital for maintaining efficiency and guiding teams toward shared goals. Emphasizing these skills and practices not only boosts individual achievements but also drives collective success, making them invaluable for anyone looking to excel in sales management. What is your top advice for sales professionals interested in breaking into sales management? Embrace every learning opportunity, and actively seek feedback to enhance your skills. Establishing a strong network with colleagues and mentors is crucial, as they can provide valuable guidance and support. A deep understanding of your industry and its unique challenges will empower you to lead confidently and make informed decisions. Remember that, at its core, sales is about people — understanding their needs and creating value is essential. Building strong relationships with both your team and clients is key to thriving in sales management. By focusing on continuous growth and nurturing these relationships, you’ll be well-prepared to transition smoothly into a management role. Apex Fintech Solutions ’ ecosystem of platforms, APIs and services is designed to help organizations navigate the future of finance, offering fractional share-trading, robo-investing and more. Tell us about your journey into sales management. What specific roles, networking opportunities and/or projects helped you get to where you are in your career today? Sales is about making customers, not just contracts. Early in my career, I admired leaders who learned deeply about products, customers and processes to solve tough problems. I embraced risk-taking and got out of my comfort zone to grow, starting my career at a global wealth management company. There, I gained foundational experience in how a regulated enterprise develops products and manages compliance and operations and came to understand the entire customer lifecycle for wealth management and investor user experience. Later, I co-founded an investment advisory startup in Beverly Hills, transitioning from a structured corporate environment to a fast-paced, zero-to-one operation. I made it a priority to expand my network — meeting two industry leaders or attending two events weekly — which shaped lasting collaborations. Understanding the client lifecycle from both a technology and operations perspective has been key in my approach to sales today, which is helping innovators solve hard problems. Exposure to companies of all sizes enhanced my empathy and ability to tailor solutions across diverse industries and needs. What advice, skills or best practices do you find most valuable in sales? How do those skills translate into sales management? Historically, I’ve used a tailored MEDDPICC framework, which stands for “metrics, economic buyer, decision criteria, decision process, paper process, identify pain, champion and competition.” Successful sales requires a personalized approach, consistency, enthusiasm and a strong focus on solving problems, especially in regulated industries where challenges are constant. In enterprise software sales, maintaining energy and overcoming obstacles are key for both tactical and strategic leadership. Exceptional sales experiences foster lasting impressions and lead to valuable referrals — the ultimate sign of success. Sales leaders must uphold a zero-tolerance policy for poor experiences, ensuring their teams consistently deliver a five-star experience, leaving customers delighted every time. “Sales leaders must uphold a zero-tolerance policy for poor experiences, ensuring their teams consistently deliver a five-star experience, leaving customers delighted every time.” What is your top advice for sales professionals interested in breaking into sales management? Master your craft and leverage your network to get work done. Not everyone can know every single thing that goes into a sale, and being able to manage the people and processes that influence a complicated B2B sale is a skill set you can’t learn in a sales 101 class. Sales managers need to be focused on empowering their teams and promoting a process and culture to leverage the resources and tools around them to make — and delight — customers, not contracts. Senior Director of Community Sales • Chamberlain Group Chamberlain Group develops intuitive software solutions that are designed to provide safe, secure access to homes, communities, workplaces and businesses. Tell us about your journey into sales management. What specific roles, networking opportunities and/or projects helped you get to where you are in your career today? I began my sales leadership journey at 16 while waiting tables, focusing on upselling and making recommendations. My manager noticed my higher service revenue and promoted me through various roles — from shift leader to store manager — all before I turned 18. My proactive nature and passion for helping others help shape my leadership style. Starting in property management laid the foundation for my career in multifamily sales leadership, providing insights into operations, financials, marketing, renewals and retention. I grew by attending industry conferences and networking through organizations like the National Apartment Association and the National Multifamily Housing Council. A consultive approach has been key to building trust with decision-makers. I once advised a large ownership group that our solution wasn’t the best fit, but they returned when it matched their needs, proving the value of transparency. At Chamberlain Group, I lead a team driving sales and customer engagement, developing strategic initiatives and implementing training programs to improve performance. This experience solidifies my ability to lead diverse teams and deliver exceptional results, reinforcing my commitment to excellence in sales leadership. What advice, skills or best practices do you find most valuable in sales? How do those skills translate into sales management? One of the best pieces of advice I received early in my career, which is something I share with everyone I lead, is: “Show up to every meeting like you’re having a conversation with a friend.” People buy from those they like and trust. You can have the best product, but without building rapport and relationships, you won’t succeed. In sales, the person you’re building a relationship with is often doing the internal selling at their company. Sales success is about connection — active listening, understanding pain points and fostering integrity. Empathy and emotional intelligence build trust quickly, making clients feel valued and more likely to do business with you. “Empathy and emotional intelligence build trust quickly, making clients feel valued and more likely to do business with you.” At CG, I apply these same principles in leadership by listening to my team, understanding their challenges and supporting them through hurdles. Honesty, transparency and integrity are non-negotiables. When trust is built, open communication and collaboration thrive, accelerating success. In both sales and leadership, trust drives performance, loyalty and innovation. My relationship-driven sales strategy focuses on people first — clients or team members — creating an environment rooted in mutual respect and collaboration. What is your top advice for sales professionals interested in breaking into sales management? If you’re a sales professional transitioning into a leadership role, my best advice is to shift from hitting personal sales targets to developing leadership skills. Being a great salesperson is key, but leadership is about more. When you understand the sales process, customer engagement and closing, your team will trust you because they’ll see you’ve “been there” and “get it.” Leadership requires a mindset shift — your success is tied to your team’s performance. It’s about supporting, guiding and creating an environment where everyone thrives. Sales leadership is coaching, which involves identifying strengths, offering feedback and motivating your team. Tailoring communication to individual needs builds trust and loyalty. Creating a positive, collaborative culture is essential, and it’s something I try to foster on my team at Chamberlain Group. When trust, accountability and respect are at the core, performance improves. Leadership isn’t about titles — it’s about showing up and demonstrating the right qualities. Start leading in smaller ways, like mentoring or leading projects. Build relationships across the organization. With these steps, you’ll not just make the leap — you’ll thrive in leadership. Regional Vice President, Enterprise Sales — East  • RTB House RTB House ’s platform, powered by deep learning algorithms, enables brands to develop online ad campaigns. Tell us about your journey into sales management. What specific roles, networking opportunities and/or projects helped you get to where you are in your career today? When I joined RTB House five and a half years ago, the U.S. team was in its early stages — just four of us on the sales side and around 15 people across the entire U.S. operation. While the product had already proven itself globally, it was still relatively new to the U.S. market. The data on our success with thousands of brands internationally spoke for itself, giving me confidence that we could drive similar results for brands here. In those early days, our team focused on refining our conversations to highlight what mattered most to U.S. brands. Fast forward several years, and that foundation of success allowed us to grow to over 15 salespeople and nearly 100 team members across the United States. This expansion gave me the opportunity to work closely with newer team members, helping them ramp up faster, establish best practices and accelerate their success. RTB House has been great at giving me the freedom and opportunity to build on this player/coach role. The transition into sales management felt natural, thanks to the incredible caliber of people I’ve worked with, many of whom have excelled and continue to outperform. I feel fortunate to be part of a company that fosters this kind of growth. What advice, skills or best practices do you find most valuable in sales? How do those skills translate into sales management? My team would likely tell you that the “skill” I value most is optimism, and I truly believe it’s something you can develop. Having seen firsthand how we’ve helped so many of our partners — and the strong relationships that success has built — I’m confident that every conversation with a qualified prospect has the potential to turn into a fruitful partnership. When my team shares this mindset, they become more motivated and eager to engage with new prospects. Their conversations also become more strategic, focusing on driving real success for our clients. When it comes to sales management, I’m equally optimistic about the team I work with. They’re truly best-in-class — hardworking, driven and excited about our growth plans. That makes my job much easier, as more of our discussions center around creative ideas, process improvements and collaboration. And when that’s the focus, the conversations tend to be a lot more positive. What is your top advice for sales professionals interested in breaking into sales management? To start, make sure you’re putting in the hard, often monotonous work that is essential for your success while also ensuring that the organization has full visibility into your process. Beyond that, always be on the lookout for big, creative ideas — stay optimistic that a mix of both quantity and quality will help you break through. Once you’ve proven yourself, the rest of the organization will naturally begin to seek out your expertise. If you’re willing — and, more importantly, eager — to share your success with the team, you’ll start to grow into a team lead role and, ultimately, into a sales manager. “To start, make sure you’re putting in the hard, often monotonous work that is essential for your success while also ensuring that the organization has full visibility into your process.” While sales can sometimes feel like an isolated, competitive role, the reality is that the more collaborative the sales team becomes, the more ideas are shared internally. This leads to more wins for the overall team, creating a domino effect that lifts everyone up and helps drive better results. Senior Director Business Development  • Mirakl Mirakl ’s platform is designed to help retailers and B2B businesses digitize and expand product assortment, improve efficiency in supplier catalogue management and payments, personalize shopping experiences and boost profits through retail media. Tell us about your journey into sales management. What specific roles, networking opportunities and/or projects helped you get to where you are in your career today? Every experience contributes to where you end up, and for me, that pivotal moment came from seizing the chance to join a startup initiative within Wayfair, which was a new program. During my five-year tenure, I worked closely with my manager and built bridges across sales, marketing, product, category management and other departments to leave a lasting impact on the business’ expansive growth. This experience truly honed my sales leadership skills and core values — being tenacious, collaborative and ambitious. Now, at Mirakl, my journey in sales management continues, building on a solid foundation of past experiences. The company’s focus on innovation and marketplace solutions provides an ideal platform for embodying and enhancing my leadership values. Engaging with our diverse client base and witnessing the transformative impact of Mirakl’s technology not only reinforces my approach to leadership but also continuously ignites my passion for contributing to our company’s growth and making a significant impact in the market. What advice, skills or best practices do you find most valuable in sales? How do those skills translate into sales management? There are so many important skills, but two have been a focus during my career: communication and prioritization. In communication, I learned the “inverted pyramid” concept early in my career. It is a methodology used by journalists to “lead with the headline” and later bring in the supporting pieces of information. To this day, I remind myself of it when prepping for client meetings or expressing my ideas to executives. It’s hardly novel, but it has helped me improve my directness and consciousness. Prioritization. A friend and former sales leader shared a personal mantra with me: The rule of 1,000. “There are 1,000 things to do, 100 things that matter and only 10 that make a difference.” It’s simple, but I ask myself this question at least once a week. I did the same as an account executive when assessing my pipeline, territory and activities for the quarter. Distractions abound these days more than ever. Grounding exercises like this one are key to maximizing the returns on our efforts. What is your top advice for sales professionals interested in breaking into sales management? Being a sales leader is a two-sided coin. It requires leading and fostering a group of people to reach their potential while finding ways to impact the advancement of the business beyond the immediate scope of your team. You’ll want to demonstrate abilities in both areas. Both areas require a lot of effort, energy and attention. In my experience, it’s clear that younger leaders often excel in and enjoy the coaching and mentorship aspects of leadership. Yet, they might find themselves at a crossroads when it comes to making a tangible impact on the business’ broader objectives, sometimes feeling as though they’re spinning their wheels. “It requires leading and fostering a group of people to reach their potential while finding ways to impact the advancement of the business beyond the immediate scope of your team.” My advice here: Don’t force the issue. Be communicative with your manager and leaders about your intentions, but be mindful as you look for ways to make a difference. Seek out projects that are genuinely interesting to you. That passion will show through. You’ll be eager to give updates and seek feedback on your proposed next steps. Director of Sales • Huntress Using Huntress ’ cybersecurity platform, organizations can employ endpoint detection and response, protect Microsoft 365 environments and employee identities, offer security awareness training and more. Tell us about your journey into sales management. What specific roles, networking opportunities and/or projects helped you get to where you are in your career today? I have always liked helping others, and that was my first step toward sales management. When I was an account executive and peers needed help navigating a deal, I loved to brainstorm with them on how to get it done. During team meetings, I found it valuable to always speak up, ask questions and learn. Over time, my manager started to tap me in when they needed help getting information out or leading an initiative. As an AE, a lot of times you think solely based on wondering, “How do I get my next big deal or big commission?” My mindset began to shift as I started sharing initiatives and seeing others’ success after helping them. It was less about me and more about what I can do for the greater good of the company. My manager ended up moving on from the company, and the manager role opened. The leadership team promoted me from individual contributor to manager. Helping others and focusing on the bigger picture of the company needs was what got me there. What advice, skills or best practices do you find most valuable in sales? How do those skills translate into sales management? Ask a lot of questions — always. Everyone wants and/or needs something. When you work with a prospect or customer, it’s never good to assume what they want or just flood them with a bunch of information before asking questions. Identifying what’s most important to them through questioning and then determining if you may be able to help them will be the most effective use of both parties’ time. Also, don’t try to fit a square peg into a round hole. If your questions get responses that seem like what you have to offer isn’t going to work, don’t force it. I see so many AEs chase deals that never really had a chance because we weren’t the right fit from the start, but they tried to make it work anyway. That’s a huge waste of both parties’ time. The same skill of questioning applies to sales management. Ask a lot of questions to find out what’s most important to those you serve and lead. It will enable you to help your team as effectively as possible. “If your questions get responses that seem like what you have to offer isn’t going to work, don’t force it.” What is your top advice for sales professionals interested in breaking into sales management? Speak up during team meetings, and ideally ask questions. Let your voice be heard. Have you ever been to a team meeting where the host asks if there’s any questions, and there’s crickets? That’s painful for a host or a sales manager that is leading the meeting. When someone does speak up, though, the manager notices. This person is not afraid to get out there, ask questions, grow and learn. Also, show interest in the greater initiatives of the company. Ask yourself where you can help. As a manager you have greater equity and responsibility to the company as a whole. I’d also recommend asking your manager if they need help with anything. It’s a proactive way to show you want to try taking on more responsibility. VelocityEHS ’ software is designed to help organizations reach their environmental, health and safety goals, offering capabilities such as compliance management, regulatory reporting and risk analysis. Tell us about your journey into sales management. What specific roles, networking opportunities and/or projects helped you get to where you are in your career today? I can link my development that got me into my role today to a few things. First and foremost, I was fortunate enough to work for a manager and director who believed in me and pushed me to reach my potential as an individual contributor, which unlocked opportunities for vertical experience. The second and equally important factor was our associate sales manager program. This program allowed for a group of us to get involved in different workstreams and connect with folks in other departments whom we traditionally wouldn’t have interacted with. This program not only gave me the experience to step into a management role but instilled a feeling of camaraderie and connection with my peers that we all still carry today, with many of us currently in management roles. What advice, skills or best practices do you find most valuable in sales? How do those skills translate into sales management? Be resilient and trust the process. If you’re in sales, you are no stranger to the highs and lows of the job, but in the face of adversity or rejection, you need to power through with a framework and plan for success. If you’re stuck in a position on a deal, work with your manager. As a sales manager, you will encounter those tricky situations more than before because you will be supporting a team faced with new and unique challenges that need to be solved to help your customers. If you can build that muscle before you move into a management role, you will be able to roll your sleeves up and lead by example for your group. What is your top advice for sales professionals interested in breaking into sales management? My top advice for sales professionals who want to get into management is to find role models and mentors at your organization and align yourself with them, connect with them and pick their brains. Building strong relationships like these have helped me see different viewpoints, learn new strategies and tactics and ultimately level myself up as a more well-rounded professional. Director of Strategic Sales, International  • Templafy Templafy ’s platform enables enterprises to automate document creation, offering pre-made templates and access to both internal and external content libraries. Tell us about your journey into sales management. What specific roles, networking opportunities and/or projects helped you get to where you are in your career today? After a number of years as a top performer in individual contributor roles, I was interested in moving into sales management, which I shared with my manager and vice president at the time. To support my career development, my manager created the opportunity for me to mentor and onboard new members of the team, with agreed success criteria and a path to progress to management. After successfully mentoring and onboarding a number of new hires, I was put forward for management progression training, which was very valuable. Following this, I was promoted to lead the commercial account management segment. I was also fortunate enough to have a fantastic mentor who was on the senior leadership team, and she was instrumental in my development in progressing to the role of director. In addition to this, I continuously seek out new development and learning opportunities, such as online training courses and podcasts, and actively seek feedback. What advice, skills or best practices do you find most valuable in sales? How do those skills translate into sales management? For me, the most interesting part of sales is understanding the root cause of a problem and working toward a solution. Of course, getting to the root cause of a problem requires effective questioning, such as the “Five Whys.” This is a transferable skill that can be applied to sales management tasks, such as collaborating cross-functionally with other teams to solve challenges, understanding direct reports on your teams and the challenges they are having, and working with customers. “For me, the most interesting part of sales is understanding the root cause of a problem and working towards a solution.” What is your top advice for sales professionals interested in breaking into sales management? My advice would be to share your goals for career development with your manager and other senior leaders. From here, as you would in a sales process, you can understand the decision criteria and process and influence this to create a co-authored mutual action plan that sets everyone up for success. Secondly, it’s all about continuous learning. I have had multiple mentors throughout my career, all of whom have shared different perspectives that have been tremendously valuable in my development. Actively seeking feedback is a key element to continuously learning. Consumers use Trustpilot ’s platform to write reviews about a wide range of businesses, from banks to clothing retailers. Tell us about your journey into sales management. What specific roles, networking opportunities and/or projects helped you get to where you are in your career today? I started my sales career as a business development manager. Without account development representative support, few inbound leads came in, so I took full control of my pipeline — prospecting, building relationships and creating my own opportunities. That mindset of focusing on what I can control has stuck with me and is something I instill in my team today. Beyond my core role, I looked for ways to grow. Hosting webinars, speaking at events and engaging in customer and partner sessions helped me expand my network and build confidence in presenting. It also gave me visibility within the company, opening up new career opportunities. Collaboration was another key to my growth. Working with the solutions engineering, marketing and partnerships teams deepened my understanding of the business and strengthened my relationships. Over time, this reinforced my personal brand and made me a go-to for cross-functional projects, ultimately helping me step into leadership. What advice, skills or best practices do you find most valuable in sales? How do those skills translate into sales management? One of the biggest skills in sales, whether you are a rep or a manager, is resilience. Sales comes with highs and lows, and rejection is part of the job. The key is learning to bounce back quickly, take lessons from every experience and keep moving forward. As a manager, resilience is even more important, because your team looks to you for guidance. If you let setbacks shake you, it impacts them, too. I lead by example, showing that challenges are a part of the process and helping my team focus on what they can control. Motivation is another huge factor. Sales can be tough, so knowing your “why” and what drives you beyond just hitting a number is what keeps you going. For me, it has always been about growth, pushing myself to improve, learning new skills and helping others do the same. The most important mindset shift I have learned is to always think from the customer’s perspective. If you are not solving a real problem, you will not win. I encourage my team to ask, “What is in it for them?” Because when you focus on delivering real value, the results follow. Resilience, motivation and a customer-first mindset are not just valuable in sales. They are essential in leadership, too. “The most important mindset shift I have learned is to always think from the customer’s perspective.” What is your top advice for sales professionals interested in breaking into sales management? If you are aiming for a sales management role, start acting like a leader before you have the title. Build your personal brand internally by sharing knowledge. If you learn a skill that could benefit the team, do not keep it to yourself. Host a lunch-and-learn session, share best practices or run a quick training session. Adding value beyond your own number makes you stand out. Integrity is also key. Sales is not just about hitting targets — it’s also about doing what is right for the business, customers and team. Leaders think beyond their own quota, and the more you show that mindset, the more leadership will see you as ready for more responsibility. Gain leadership experience before stepping into a formal role. Mentor a new team member, provide feedback or coach others. If your company offers leadership training, get involved. If not, look for opportunities through cross-functional projects, peer coaching or external courses. Sales management is not just about being a top performer. It is about proving you can help others succeed. Show that now, and when the opportunity comes, you will be the clear choice. Assistant Vice President of Broker Partnerships • Healthee Employees can use Healthee ’s AI-powered platform to access, manage and navigate health benefits, whether that involves setting up a telehealth appointment, finding the most cost-effective care or more. Tell us about your journey into sales management. What specific roles, networking opportunities and/or projects helped you get to where you are in your career today? My first sales management position started at a large tech company, where I was promoted based on sales performance. I started out as a “coach,” where I learned the power of relationship-building with your people. Later, I went on to lead in tech retail and led the grand opening of a location. In the benefits space, my path looked a little different. I had to work to position myself properly, becoming a subject matter expert in several areas where my peers essentially assumed me as their leader. In a recent senior leadership role, I sent a cold cover letter and my resume to the chief operating officer. There was no job requisition open at the time, but I spelled out exactly what stage of the company they were in, the challenges they were likely facing and how I could solve those issues for them. I was hired within 30 days. I would say my path took unique turns in that I had a willingness to be a coach, share my playbook and add value for people even when I didn’t know how it would benefit me. It turned out that it did though because I naturally assume leadership responsibilities before it’s in my title. What advice, skills or best practices do you find most valuable in sales, and how do those things translate into sales management? I find the best practice in sales that has always served me well is taking ownership. I view a territory, store, team or anything else as my own little company inside of the broader company, where I emphasize accountability, results and knowing your market. This level of ownership translates into leadership and keeps me and my team aligned and motivated. Additionally, just like no prospect is quite the same, no sales person on your team is the same. There’s a leadership motion just as much as there is a sales motion. I build rapport and discover things about my team consistently and show them that I know them, just the way I would with a prospect. Volner's Top Advice for Aspiring Sales Managers “Be a great seller. Reach mastery and be able to teach others, garner their respect and jump in to help them when needed. While not all great sellers make great sales leaders, all great sales leaders can actually sell. This will be the thing that your team respects from you the most. They will know that you can do everything you expect them to do.” “Learn how to accept not being the star of the show. When you move from seller to sales leader, your goal is not to be the rockstar. Your goal is to create rockstars and to let them shine.” “Make your desired path known early and often. No one will just give this to you. Talk to your leadership and ask for the path. Build that plan for that path and work that plan.” “Find ways to add value that aren’t just sales performance while also achieving sales results. Be willing to share your playbook.” “Be willing to be the coach first. Mentor others. It is a great place to start and build those leadership skills.” Senior Director, Midwest Sales Leader • Yieldmo Yieldmo ’s platform enables brands to create advertising experiences using custom formats, predictive format selection, privacy-safe inventory curation and more. Tell us about your journey into sales management. What specific roles, networking opportunities and/or projects helped you get to where you are in your career today? Early in my career, I wasn't sure I wanted to be a leader, but in hindsight, I’m glad I explored it. I started my career at an advertising agency and was promoted to a supervisory position. It was different from sales leadership, though there were many synergies. What worked for me was seeking additional work. I was eager to explore responsibilities outside my job description and collaborate with different teams. This experience helped build my perspective on the business as a whole. This was key to my ability to have the voice, experience and body of work to get my first promotion. What advice, skills or best practices do you find most valuable in sales? How do those skills translate into sales management? I never imagined myself pursuing a career in sales. My husband works in sales and embodies some of the classic salesperson stereotypes — outgoing, talkative and full of energy. In contrast, I’m more introverted by nature. When we started dating, we often discussed the possibility of me transitioning into sales. Through those conversations, I realized that his outward charisma wasn’t just about being extroverted — it was a tool for understanding people and connecting with them on a deeper level. That’s when I learned the most important truth about sales: empathy is the cornerstone of success. If I were to give advice to someone considering a career in sales, it would be this: take the time to really think about what excites and motivates you. Sales is not a one-size-fits-all profession; it’s incredibly versatile and can align with all types of personalities and interests. Whether you’re drawn to a specific industry or product, there’s likely a sales role that fits your passions. Reflect on what drives you and follow that path. “Sales is not a one-size-fits-all profession; it’s incredibly versatile and can align with all types of personalities and interests.” What is your top advice for sales professionals interested in breaking into sales management? Sales management is not a “finish line” — it’s a starting point. Entering leadership doesn’t mean you have less pressure or don’t have to hit quotas; it’s often the opposite. I’m passionate about mentorship, though the most important thing has been sponsorship. A mentor can tell you what to do or how to do it, but a sponsor makes things happen on your behalf. I’ve been incredibly fortunate to have people advocate for me throughout my career. It reminds me of the parable, “Give someone a fish, and they eat today. Teach someone to fish, and they eat for life.” In summary, I think the right formula for those looking to break into management is learning how to balance self-improvement, being a high performer and working with mentors and sponsors. Spark Advisors ’ platform is designed to help Medicare agents and agencies grow their businesses, making it easier to manage agent production, handle quoting and enrollment and more. Tell us about your journey into sales management. What specific roles, networking opportunities and/or projects helped you get to where you are in your career today? I started out as an entry-level account executive with a healthy mix of ambition and fear of failing. As I developed into a more established seller, I realized I was spending a good amount of my time coaching my fellow AEs and business development representatives, due largely in part to a revolving door of sales managers; I had seven managers over the span of three years. During a skip level with our vice president of sales, I shared that I was interested in exploring a career in management. He told me bluntly that I wasn’t ready. Frankly, it was great advice. Being a top seller doesn’t make you a manager. So I got to work – I used my company’s continuing education policy to take courses on effective discovery, I immersed myself in books like Never Split the Difference and The Challenger Sale, and I volunteered to lead training sessions for my team. Sellers often think they have an advantage by being an internal hire, which can be true, but they underestimate the talent pool. I made sure that when a manager role opened up I wouldn’t just be the best candidate internally but the best candidate overall. “Sellers often think they have an advantage by being an internal hire, which can be true, but they underestimate the talent pool.” Campbell's 3 'Cs' For Defining the Best Sales Managers “Curiosity: A never-ending quest to uncover the best possible practices and solutions for their team. They poke holes, they ask “why” and “why not,” and they lead by establishing a culture of continuous improvement.” “Confidence: Imposter syndrome is real. Trust your instincts and know that perfection is the enemy of progress. It’s OK to not know the answers all the time, but be confident that you’re in the role and were hired because the organization trusts your ability to lead.” “Cooperation: One thing I’ve learned being a sales manager is that it takes a village to lead a sales organization. Being an individual contributor is often a solo sport, and being a manager is very much a team sport. Effective sales managers have strong cross-organizational relationships that are essential to driving business growth.” What is your top advice for sales professionals interested in breaking into sales management? I like to say I’m a retired seller who now manages salespeople. When I sold, I loved it. I loved the dopamine hit of closing a deal, the never-ending puzzle that is uncovering what motivates people, the challenge of getting a close-minded prospect to open up to the possibilities my company provided — truly all of it. At some point though, I realized that while selling brings me so much joy, I got even more joy out of helping my coworkers close their own deals. I realized sales management might be the path for me. My advice to folks who want to get into sales management is to do a “joy audit.” Spend a week tracking all your activities and sort them into those that filled your cup and those that drained your cup. What activities did you look forward to doing, and what activities did you dread? To be a sales leader, you have to be selfless, comfortable with conflict and a fierce advocate for your team. If you find yourself being frustrated with “bureaucracy” or you roll your eyes when you need to explain something to another person, sales management isn’t for you.