One of the biggest obstacles to effective sales leadership is surprisingly common: sales managers who still spend their time closing deals.
It makes sense why this happens. Many sales managers earned their roles by being top performers. They’re used to being the go-to closer, and they’re good at it. But once you step into leadership, your definition of success must evolve—because what made you a great salesperson won’t make you a great sales manager.
Here’s the hard truth: If you’re still the primary closer, you’re not leading—you're bottlenecking.
The Cost of Holding On:
When managers keep handling key accounts or “step in” to close deals, they send subtle but powerful signals:
- To their team: “I don’t trust you with this.”
- To clients: “I’m the only one who can handle your business.”
- To themselves: “I haven’t fully transitioned into leadership.”
This mindset stunts team growth. It creates dependency. And it builds fragility into client relationships—because if the manager ever leaves, so might the revenue.
The Real Role of a Sales Manager:
Sales managers exist to build and scale teams that drive revenue. That means:
- Coaching reps to improve their skills
- Reviewing pipelines and holding the team accountable
- Creating a culture of ownership and development
- Setting the strategy and enabling execution
It does not mean jumping into deals to hit the number or protect a relationship.
What Great Managers DO Instead:
The best sales leaders delegate their accounts early and intentionally. They equip their team with the tools, support, and confidence to win. They shift from being the closer to being the multiplier—someone whose impact is measured not in their own deals, but in how many deals their team closes because of their leadership.
So if you’re still the strongest closer on your team, it’s time to ask yourself: Are you growing your team—or just protecting your ego?
Good Selling, Great Leading! – The MCG Team
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