Why even the best sales leaders promote the wrong people

Here’s a painful truth: we’re promoting the wrong people to sales management roles, and it’s costing us. Even the best sales leaders fall into the trap of promoting top sellers based on their selling skills, their killer numbers, and their ability to build relationships. The assumption? If they’re great at sales, they’ll be great at managing a sales team.

While there is a lot to be said for this argument - and I've done it myself several times (and had it done to me) it is...

Wrong.

This common mistake is not just costing you one of your best sellers; it’s setting your entire team up for failure. Let’s dive into why that happens—and how I think we can fix it.

The big problem: Promoting sellers for the all the wrong reasons

You’ve got a top-performing sales bod —hitting numbers, building relationships, nailing their forecasts. Naturally, you think, “This person would make a fantastic manager.” But here’s the kicker: the traits that make a great seller are often the exact opposite of what makes a great manager.

Many top sellers are lone wolves. They thrive on individual achievement, have razor-sharp focus on their own goals, and don’t naturally play the team game. If you promote them without thinking it through, you’re gambling with your entire team’s performance. And in most cases, it doesn’t pay off.

How most leaders solve It: Promote the lone wolf

What do most sales leaders do when they need a new manager? They look at the numbers:

1. Top sellers: The best performer is always the first person considered for promotion.
2. Relationship builders: Salespeople who have strong connections with clients and internal stakeholders get fast-tracked to management.
3. Data-driven performers: Sellers who crush their forecasts and have an analytical approach seem like an obvious fit for management.

Why these approaches fail:

• Lone wolves don’t lead: Many top sellers are lone wolves. They don’t thrive in team settings, and when they become managers, they struggle to delegate or support their team.
• Relationship builders can be too soft: Some salespeople are so focused on maintaining relationships that they avoid tough conversations with underperformers.
• Data-driven sellers lack vision: These individuals might get lost in the weeds of numbers, but they often miss the bigger picture needed to inspire a team.

These traits make for a stellar seller, but when you put them in charge of a team, it’s a different story.

The consequences: What happens when you promote the wrong person

When you promote a lone wolf seller to a management role, things start to unravel quickly:

1. Team stagnates or quits: The team doesn’t get the support they need, so they start looking for the door. People want a leader who’s invested in their success—not just their own.
2. Burnout: The newly promoted manager tries to brute force results by doing everything themselves—selling, managing, handling the details. They burn out fast.
3. No delegation: The team gets frustrated because the manager is doing everything themselves. They don’t know how to delegate and lead, so they end up micromanaging and burning out.

A different approach: What really makes a great sales manager?

Great sales managers aren’t just great sellers. They think differently. They are obsessed with the buyer and, consequently, with helping others succeed. Here’s what you should be looking for:

1. Buyer-Focused Thinking: The best sales managers are servants of the buyer, their stakeholders, and the process. They listen more than they speak, and they focus on solving problems for their clients and their team.
2. Coaching mentality: The real litmus test is whether your top seller is driven by the success of others. A great sales manager isn’t focused on their own achievements—they burn to see their team thrive.
3. Team-oriented: Unlike the lone wolf, a great manager plays the long game. They build teams that are cohesive, driven, and focused on collective success.

What do do: How to avoid promoting the wrong person

If you want to stop the cycle of promoting the wrong sellers to management, here’s what you need to do:

1. Don’t just look at numbers: Yes, numbers matter, but they don’t tell the full story. Look for traits like empathy, listening skills, and a desire to coach.
2. Test their teamwork: Put your potential manager in situations where they need to work with and elevate others. How well do they support their colleagues? Are they willing to put the team’s success ahead of their own?
3. Evaluate their coaching ability: Ask them how they’d handle an underperformer. Do they have the patience to coach someone through their challenges, or do they just want to fix things themselves?
4. Check for Buyer (Other)-focused traits: The best managers aren’t focused on themselves—they’re focused on solving problems for others. Look for those who serve their clients, not just sell to them.
5. Run a test: Give them a small team or project to lead. See how they handle decision-making, delegation, and team dynamics before giving them a full promotion.

The bottom line: The best sellers aren’t always the best managers

Here’s the truth: your best seller might not be your best manager. And that’s okay. The key is to find the seller who burns for the success of others, who listens more than they speak, and who thrives on building a team rather than going it alone.

Don’t promote based on numbers. Promote based on potential to lead, coach, and elevate others. You’ll see stronger teams, happier employees, and, ultimately, better sales performance.

Oh, and when you get them into their new role - support them!

Empower Your Sales Managers to Lead, Not Just Sell

When you're ready to equip your sales managers with the leadership skills they need to elevate team performance—not just close deals—I'm here to help with the Practical Leadership Playbook course.

2 x 30 minutes a week over 9 weeks – live, expert-led virtual sessions + group coaching to tackle real-world management challenges.

This program is designed to help your managers become confident, effective leaders who inspire, coach, and develop their teams—moving beyond just managing KPIs.

Start making an impact right away:

Download your free guide: ‘5 Steps to Transform Your 1-to-1s’

Learn practical strategies you can share to help your managers turn routine 1-to-1s into high-impact conversations that unlock your sales team's potential. (Hint: track them in a shared doc, set 15 mins for prep + 30 mins for the meeting, and follow a structured agenda. And keep the forecast meetings separate!)

If you're ready to help your managers lead better, reach out to explore how the Playbook course can work for your team.

https://practical-leadership.academy/