Sales Management. Simplified.

Sales teams don’t just need skilled salespeople; they need purposeful leadership and a culture where success thrives.

1. Prioritize the Right Tasks for Maximum Impact

Sales managers often get pulled in many directions, losing focus on what truly drives results—supporting their sales team. Allocating time to non-sales-related activities, like setting up events or focusing excessively on CRM software, can derail productivity. Weinberg emphasizes that the primary job of a sales manager is to enable their team to sell effectively, and this means spending time where it matters most.

Instead of being bogged down by endless meetings or constant reminders about data entry in CRM systems, managers should dedicate themselves to coaching, strategizing, and being in the field with their team. Overreliance on digital tools can make managers forget the value of direct interaction, such as face-to-face meetings, which build stronger relationships and provide better support.

Weinberg uses a striking analogy: imagine a baseball coach who only communicates through text messages. The team would flounder without guidance. Similarly, modern sales managers often suffer from being absent leaders when they let distractions dominate their days.

Examples

• A manager spends a whole day moving furniture for an event instead of preparing their team.
• CRM systems, while useful, distract staff with constant reminders to input data.
• Effective managers hold one-on-one and team meetings, fostering real communication and problem-solving.

2. Transition from Salesperson to Leader

Being promoted from salesperson to manager requires a fundamental mental shift. While salespeople thrive on individual achievement, managers succeed by empowering others. This change in role often proves challenging, as former top sellers are tempted to jump back into sales instead of focusing on their team.

Managers who act as “player-coaches” rarely excel at either role. Weinberg points out that time spent selling usually comes at the expense of leadership, leaving teams rudderless. Reports of underperforming teams often link back to managers who spend their time chasing personal sales rather than mentoring their staff.

Effective managers let go of the hero mentality and focus on lifting their teams. Instead of micromanaging or taking over sales opportunities, they should guide their staff toward competence and confidence.

Examples

• A heavy-equipment company lost momentum when its sales manager devoted 95% of his time to personal sales.
• A micromanaging leader constantly overtakes proposals, robbing the team of learning opportunities.
• Managers eager to support instead of dominate can create a culture of independence and capability.

3. Define Roles Clearly Within the Team

When roles lack clarity, sales teams can become disorganized, leading to missed targets and inefficiency. Weinberg advises managers to correctly assess their team’s strengths and strategically assign responsibilities to maximize potential.

While some managers try to solve underperformance by onboarding experienced salespeople, this approach can backfire due to non-compete agreements and differences in company culture. Instead, they should invest in building an environment that develops and nurtures skills from within the team.

Mentorship and structure are key to creating a strong workplace. New hires, in particular, benefit when veterans take on mentorship roles, and managers enforce fairness and connection through clearly defined expectations.

Examples

• Veteran salespeople struggle without their old contacts due to non-compete agreements.
• New hires thrive in supportive environments where mentorship is embedded in company culture.
• Mismanagement, like unearned commissions, destroys team morale, as it rewards complacency over effort.

4. Make Sales Calls About the Customer, Not the Product

Pushy, poorly prepared sales calls fail to engage clients. Weinberg stresses that clients are looking for trusted advisors, not desperate salespeople. Instead of leading with a product pitch, the best sales calls uncover the customer’s needs through meaningful questions.

Trained salespeople know how to focus on the customer’s pain points. Dropping “hard sell” tactics—such as launching into a rehearsed pitch or rushing to respond to random RFPs—gains a company value in the eyes of the client. Unprepared or aggressive approaches often push prospects away, while patience and professionalism build trust.

Weinberg’s two-decade career confirms that success rarely comes from chasing every opportunity blindly. Calm, thoughtful interaction marks the real difference between amateurs and seasoned professionals.

Examples

• Untrained staff rush to answer surprise RFPs, often losing out on meaningful deals.
• Salespeople who ask insightful questions are seen as consultants rather than mere sellers.
• Thick, rehearsed pitches reflect desperation rather than professionalism.

5. Build a Sales Culture That Champions Performance

A great sales culture starts at the highest levels of leadership and impacts every member of the team. Leaders who champion sales-driven strategies foster accountability, trust, and camaraderie within the department. Performance-based incentives and transparency lead to an atmosphere where goals are reached and celebrated.

In contrast, confused direction from executives creates disorganized, disengaged teams. Noise and movement in the sales office can indicate vibrant competition, while silence signals low energy and a poorly designed strategy.

Managers can create meaningful team bonds by fostering direct communication and emphasizing mutual support. Encouragement and honesty from leadership help teams trust one another and their manager.

Examples

• A proactive CEO and CFO supporting a sales manager led to healthy competition and success.
• A silent software sales office floundered due to unclear goals and apathetic leadership.
• Open communication paired with meaningful rewards bolsters team motivation.

6. Adhere to the Four R’s of Talent Management

Weinberg’s Four R’s outline the essentials of managing talent—right roles, retaining star performers, remediating underachievers, and recruiting effectively. Each ensures that teams remain focused and consistently capable.

Putting top sales talent in areas they can thrive cuts inefficiency. Retaining high performers by rewarding their efforts and reducing barriers builds loyalty. Meanwhile, underperforming staff require clear action plans and, ultimately, replacement if they fail to improve.

Recruiting should focus on spotting promising candidates. Weinberg recommends asking open-ended questions to gauge skills, uncover motivation, and ensure their potential aligns with team goals.

Examples

• Motivated “sales hunters” make up only 20% of teams and must be utilized effectively.
• Honest remediation conversations with failing sellers foster accountability.
• Candidates who can recount successful sales show their readiness to contribute.

7. Equip Teams with Clear Goals and Tools

Success stems from setting manageable, strategic objectives and equipping teams to achieve them. Too many unfocused targets dilute effort, while specific prospects create opportunities for deeper connections and follow-ups.

At the heart of a salesperson’s toolkit is their sales story, which conveys value clearly and concisely. Managers should work with their team to refresh and refine these narratives to make stronger impressions. By consistently revisiting fundamentals, leaders provide their teams with a steady foundation for growth.

Salespeople equipped with a compelling elevator pitch and honed techniques are far more effective in the field.

Examples

• Teams should focus on a small number of attainable yet high-value prospects.
• A dull or self-focused sales story undermines the purpose of a sales call.
• Basics like presentation prep and call questions need regular rehearsals.

8. Hold Purposeful One-on-One and Team Meetings

Regular, thoughtful check-ins between managers and team members ensure steady progress toward goals. Monthly one-on-one meetings can identify achievements, address weaknesses, and realign plans for maximum effectiveness.

Direct yet encouraging feedback in private conversations builds trust, while team-wide meetings maintain camaraderie. Managers who celebrate personal successes and provide constructive criticism cultivate the trust needed for long-term success.

Weinberg’s three-tiered evaluation approach to meetings is a great blueprint. First, ensure results match goals. Second, provide opportunities to fix underperformance. Third, strategize on behalf of those struggling.

Examples

• Donnie, Weinberg’s manager, offered a structured review process to refine action plans.
• Personal catch-ups at team meetings build genuine connection.
• Effective sales managers call out achievements publicly and address failures privately.

9. Spending Time in the Field Builds Trust

By stepping out from behind their desk and visiting the frontlines, managers gain deeper insight into a salesperson’s challenges. Seeing sales interactions firsthand helps identify areas for coaching, while also strengthening the manager-seller relationship.

Managers who spend time alongside their team members prove they’re invested in their success. Being physically present also allows leaders to better understand customer perspectives and fine-tune strategies.

Weinberg argues that a desk-bound sales manager is far less effective at driving results than one actively involved in the field.

Examples

• Field visits reveal customer pain points not captured in CRM data.
• Salespeople feel supported when they see managers alongside them in action.
• Observing sales struggles firsthand lets managers deliver practical feedback instead of theory.

Takeaways

1. Dedicate time to high-value tasks that directly empower your team, such as coaching and mentoring.
2. Regularly revisit team fundamentals, like sales techniques and storytelling, to keep everyone sharp.
3. Spend time alongside your team in the field to strengthen relationships and provide actionable insights.