What's broken in GTM and how to fix it: Developing Managers – The Transition from AE to Sales Leader

This week on what’s broken in GTM and how to fix it, we’re tackling one of the most difficult transitions in sales: moving from AE to sales leader.

Being a top-performing AE doesn’t automatically translate to being a great sales manager. The skills that make someone a great seller are completely different from the skills required to lead and develop a team.

Yet, too often, companies promote their best closers into management roles with little to no preparation. The result? Struggling new managers, disengaged teams, and underperforming sales orgs.

Let’s explore why this transition is so difficult, the key mistakes companies make, and how to develop first-time sales managers into successful leaders.

The Biggest Mistakes Companies Make When Promoting AEs into Leadership

?? Promoting based on quota performance alone

• Just because someone was a great seller doesn’t mean they can coach others to be great. Selling is an individual skill; leadership is about enabling a team.

?? Failing to provide leadership development

• Many new managers are expected to "figure it out" on their own, but leadership is a learned skill, not an innate talent. Without structured training, they default to micromanaging or trying to "save" deals instead of developing their team.

?? Not redefining success

• As an AE, success is hitting quota. As a manager, success is helping your team hit quota. Without a mindset shift, new managers get stuck in the weeds rather than focusing on long-term development.

?? Keeping them in ‘player-coach’ roles too long

• Hybrid roles are often a stepping stone, but if managers are still carrying a personal quota, they won’t have the bandwidth to coach and develop their team effectively.

?? Lack of mentorship and peer support

• New managers need guidance from experienced sales leaders—without it, they’re flying blind. The best companies provide mentors and peer groups to help them navigate challenges.

Management vs. Leadership: Understanding the Difference

One of the biggest challenges for first-time managers is realising that leadership is about more than just managing the pipeline.

? Management Skills (Execution & Process)

• Running pipeline reviews and deal coaching.
• Holding reps accountable to KPIs.
• Forecasting accurately.
• Structuring 1:1s and team meetings.
• Enforcing sales methodologies and best practices.

? Leadership Skills (Inspiration & Development)

• Coaching, not just directing – Helping reps develop their own skills rather than telling them what to do.
• Building a high-performance culture – Creating an environment where people thrive.
• Motivating the team – Understanding what drives individuals beyond compensation.
• Developing future leaders – Preparing reps for career growth.
• Managing up and across – Advocating for the team while aligning with company strategy.

?? Sales Leadership Skills Assessment: Just like with AEs, successful sales managers need specific traits to succeed. It's important to conduct a Sales Management Assessment to evaluate:

• Will to Manage – Their motivation to lead and develop others (not just their own success).
• Sales Management DNA – The ability to coach, mentor, and enforce accountability.
• Tactical Sales Leadership Skills – Competency in running effective deal reviews, managing the pipeline, and improving team execution.

Most struggling managers lack at least one of these areas—and without targeted development, they will fail.

How to Set First-Time Sales Managers Up for Success

?? Start Leadership Development Early

• Companies should train high-potential AEs before they become managers—helping them understand coaching, leadership, and management fundamentals before they take on a team.

?? Provide Structured Onboarding for New Managers

• Just like new AEs need a ramp plan, first-time managers need a structured transition program. This should include training on coaching frameworks, pipeline management, forecasting, and leadership fundamentals.

?? Assign Executive Mentors

• Every new manager should have a mentor from senior leadership to provide guidance and help them navigate challenges.

?? Emphasise Coaching Over Directing

• Many new managers default to giving instructions instead of coaching. They need to learn how to ask the right questions, guide reps to solutions, and develop critical thinking skills within their team.

?? Shift Success Metrics from Personal Quota to Team Performance

• New managers need to redefine success—it’s no longer about their own deals but about helping their team succeed. Their performance should be measured by team quota attainment, rep development, and long-term pipeline health.

?? Create a Peer Support Network

• First-time managers should regularly connect with other sales leaders to share experiences and learn from each other.

Closing Remarks

Promoting AEs into leadership isn’t just about giving them a new title—it’s a fundamental career shift that requires training, coaching, and support.

The best sales orgs don’t just hope their new managers figure it out—they invest in leadership development, structured onboarding, and ongoing mentorship.

Next week, we’ll explore Performance Coaching – Structuring Coaching Sessions That Drive Results.

In the meantime—what was the hardest part of your transition into sales leadership? Let’s discuss. ??

About me

I'm an experienced Revenue Executive, having worked in sales and marketing roles for over 30 years, in technology and software sales for over 20 years, and specifically in revenue leadership roles for over 10 years.

During my career, I've worked for tech titans like SAP, SAS and HPE, as well as scale-ups like Basware, HRS and Uberall.

I have led teams ranging from 35 - 120 strong and been responsible for revenues ranging from €20M - €100M, having held both GM/MD and VP Sales, EMEA roles. I'm passionate about enabling my teams to be the best versions of themselves and helping them succeed individually, as part of the teams they work in and contribute to the overall successful growth of the business.

Today, as a Partner at Toggleswitch Consulting, my colleagues and I support other Revenue Leaders to select the right folks to join their teams, identify the strengths and areas for improvement in their teams, optimise the effectiveness of their sales organisations, improving their productivity to sell more, close deals quicker and drive profitable revenue growth.

We also provide both Sales Team Evaluations and Sales Candidate Assessments, you can find information here or please contact me directly.