Good Sales Manager/Bad Sales Manager

Inspired by "Good Product Manager/Bad Product Manager" by Ben Horowitz

Good Sales Managers treat their team as their top priority. They know their people—what motivates them, their strengths, and where they need support—and work relentlessly to develop each person. Coaching isn’t a checkbox for them; it’s the core of their leadership. Good sales managers roll up their sleeves and get in the trenches, driving performance and accountability by demonstrating how it’s done. They take the time to reinforce best practices, and their teams trust them to provide real guidance when it matters most.

Bad Sales Managers leave their reps to figure things out on their own. They’re reactive, only stepping in when something’s on fire. They spend more time managing dashboards than people, avoiding tough conversations and letting performance issues spiral. When things go wrong, they’re full of excuses—the product, the market, the quota, the reps—anything but themselves. Bad sales managers say they’re too busy to coach, but the reality is they aren’t willing to put in the real work to develop their team.

Good Sales Managers know that hitting targets requires operational discipline. They live and breathe pipeline management, always inspecting deals, challenging assumptions, and getting ahead of potential issues. They don’t rely on hope—they drive predictability with tight processes and real-time pivots. Good sales managers balance oversight and empowerment. They let their reps run but stay close enough to guide them in key moments. They ensure there’s no ambiguity around expectations, goals, or what needs to be done.

Bad Sales Managers treat pipeline reviews as a formality. They don’t dig deeper and take reps’ updates at face value. When things go sideways, they scramble, reacting instead of leading. Bad sales managers aren’t consistent in how they run their team or inspect their business. They skip 1-1s, and their lack of operational rigor turns predictable outcomes into chaos. Instead of setting a steady rhythm for success, they’re putting out fires they should’ve seen coming.

Good Sales Managers are obsessed with developing talent. They spend the bulk of their time coaching and know that reps aren’t just numbers—they’re people with potential. They tailor their coaching approach to each individual, from new hires needing direction to experienced reps refining their strategies. Good sales managers give specific, data-driven feedback that’s designed to move the needle. They don’t just hold their team accountable—they push them to surpass their own expectations. Every small win is celebrated, and every setback is a learning opportunity.

Bad Sales Managers avoid coaching like the plague. They think only new or struggling reps need support, and even then, their feedback is shallow and unhelpful. They don’t invest time in developing their team, letting reps coast or burn out without providing a clear path for growth. Bad sales managers leave people to figure it out on their own and are often surprised when performance doesn’t improve. Their team feels stuck, without clear direction or any meaningful support.

Good Sales Managers communicate with purpose and transparency. They make sure everyone knows what’s going on, from the goals they’re working toward to the challenges the team is facing. They foster an environment where collaboration is second nature, and where individual wins contribute to team success. Good sales managers take accountability for their team’s performance and lead by example, creating an atmosphere of trust and integrity. They inspire their team to push through challenges, and their optimism is contagious. They ask “How are you?” and are genuine.

Bad Sales Managers are inconsistent communicators. They leave their team guessing, often keeping them in the dark about priorities and expectations. Their lack of energy drags the whole team down, and they bring negativity into the room. Instead of fostering collaboration, they create silos, and when things go wrong, they’re quick to point fingers. They don’t take responsibility for their team’s outcomes and fail to provide the leadership needed to drive progress. They bad-mouth AEs to “look good” to leadership.

Good Sales Managers are here to build something bigger than themselves. They know that a strong, high-performing team is the key to long-term success and enterprise value, and they invest in their people every single day. They set ambitious goals, push their team to meet and exceed them, and genuinely care about the growth and success of each individual. Good sales managers are authentic in their leadership, showing up with purpose and commitment in every interaction.

Bad Sales Managers are just here for the title and the paycheck. They show up to meetings like paid actors, going through the motions without any real investment. Bad sales managers perform for the bosses but bring no real value to their team. Their lack of authenticity leaves everyone feeling like they’re just playing a role, not genuinely invested in their people or the success of the organization.

Good Sales Managers relentlessly push their team to greatness, owning every win and loss together.

Bad Sales Managers abandon their team, letting them sink while blaming everything but themselves.