The Evolution of the Sales Manager, or what a Sales Manager should be...

Sales has been at the heart of business for centuries, evolving from simple bartering systems to complex, data-driven strategies. In the early days, a handshake and a promise were the core of any transaction. As markets expanded and competition grew, sales roles became more structured, giving rise to the sales manager, a position designed to oversee and guide the growing teams responsible for driving revenue.

In the mid-20th century, the sales manager was a vital figure, steering teams through the challenges of a rapidly industrializing world. Their role was clear: manage the salespeople, drive the numbers, and ensure that the company met its revenue goals. This approach worked well in a world where information was limited, and the sales process was largely about who could build the strongest relationships and close the most deals.

Fast forward to today, and the landscape has shifted dramatically. Digital advancements have transformed the way we sell. Information is at everyone’s fingertips, customers are more informed than ever, and sales processes are increasingly automated. CRM systems track every interaction, AI-driven tools predict customer behaviour, and digital marketing generates leads that sales teams once had to find manually.

Amid this evolution, the role of the sales manager has also changed—but not always for the better. Traditional responsibilities like pipeline management and direct customer interaction have been consumed by these digital tools, leaving many sales managers sitting in an unknown void. To maintain their relevance, some have resorted to micromanagement, an attempt to appear essential by controlling every detail of their team’s work. But this approach often backfires, leading to demotivation and stifled creativity among salespeople.

The modern sales manager needs to rethink their role. It’s time to step back from the customer and focus on empowering their teams. Rather than getting lost in the minutiae of pipelines and metrics, sales managers should concentrate on sales enablement—providing their people with the tools, training, and support they need to succeed. This means aligning with all members of the team, not just the high achievers who make the targets look good. Understanding what each person needs from the organisation to thrive is the true path to collective success.

Compensation for sales managers has also lagged behind this evolution. Many are still rewarded based on the performance of a few key salespeople, which doesn’t reflect the true scope of their responsibilities. A fairer approach would tie compensation to a broader set of metrics that evaluate team development, leadership effectiveness, and overall team performance, not just revenue figures. By focusing on balanced compensation, organisations can encourage sales managers to invest in the growth of every team member, not just the stars.

So, what should the modern sales manager be? A leader who fosters collaboration, a coach who develops talent, and a strategist who drives long-term success. They should be the glue that holds the team together, ensuring that everyone is equipped, motivated, and aligned with the company’s goals. In this way, they can move beyond the old-school mentality of managing numbers and become the true enablers of their team’s success.