A sales manager is one of the most influential roles in any revenue-driven organization. While salespeople focus on closing deals, sales managers are responsible for building the environment, systems, and behaviors that make consistent closing possible.

Great sales managers don’t just “manage people” — they manage performance, process, and potential.

This article explains exactly what a sales manager does, day-to-day responsibilities, required skills, challenges, and how the role impacts revenue, culture, and growth.

1. Who Is a Sales Manager?

A sales manager is the person responsible for:

• leading the sales team

• setting sales goals

• overseeing execution

• improving performance

• ensuring revenue targets are met

They sit between strategy and execution.

2. The Core Purpose of a Sales Manager

The primary purpose of a sales manager is to:

• turn company goals into sales results

• help sales reps succeed

• create predictability in revenue

A sales manager’s success is measured by team results, not personal deals.

3. Sales Manager vs Sales Representative

Sales Representative

• focuses on individual deals

• manages personal pipeline

• interacts directly with prospects

Sales Manager

• focuses on team performance

• manages systems and process

• develops people

The mindset shift is critical.

4. Key Responsibilities of a Sales Manager

A sales manager’s responsibilities typically include:

• goal setting

• planning and forecasting

• coaching and training

• performance management

• reporting and analysis

• cross-team alignment

Each responsibility supports revenue growth.

5. Setting Sales Goals and Quotas

Sales managers:

• translate company revenue targets into quotas

• set individual and team goals

• ensure goals are challenging but achievable

Clear goals create focus and accountability.

6. Sales Planning and Strategy Execution

Sales managers execute strategy by:

• defining sales plans

• prioritizing accounts and territories

• aligning daily activity with long-term goals

Plans turn vision into action.

7. Managing the Sales Pipeline

Pipeline management is a daily task.

Sales managers:

• review pipeline health

• identify stalled deals

• forecast outcomes

• prevent surprises

A clean pipeline equals accurate forecasts.

8. Sales Forecasting Responsibilities

Sales managers forecast revenue by:

• analyzing pipeline stages

• tracking historical conversion rates

• evaluating deal quality

Forecasts guide hiring, budgeting, and growth decisions.

9. Coaching and Developing Sales Reps

Coaching is one of the most important duties.

Effective coaching includes:

• call reviews

• deal strategy sessions

• objection handling practice

• personalized feedback

Coaching improves skills and confidence.

10. Training and Onboarding New Hires

Sales managers ensure new reps:

• understand the product

• follow the sales process

• learn messaging and positioning

Strong onboarding reduces ramp time.

11. Performance Management and Accountability

Sales managers hold reps accountable by:

• tracking KPIs

• setting expectations

• addressing underperformance early

Accountability creates fairness and consistency.

12. Motivating the Sales Team

Sales managers motivate through:

• incentives and commissions

• recognition and praise

• career development opportunities

Motivation is both financial and emotional.

13. Designing Compensation and Incentives

Sales managers often help design:

• commission structures

• bonus plans

• performance incentives

Incentives shape behavior — good or bad.

14. Running Sales Meetings

Sales managers run:

• pipeline reviews

• team meetings

• one-on-ones

• strategy sessions

Meetings should drive action, not waste time.

15. Using CRM and Sales Tools

Sales managers rely on CRM systems to:

• monitor activity

• track performance

• generate reports

Data replaces guesswork.

16. Analyzing Sales Data

Sales managers analyze data to:

• identify bottlenecks

• spot trends

• guide coaching decisions

Great managers are data-literate.

17. Hiring and Recruiting Sales Talent

Sales managers are often involved in:

• interviewing candidates

• assessing skills and attitude

• building strong teams

Hiring mistakes are costly.

18. Territory and Account Management

Sales managers assign:

• territories

• accounts

• lead distribution

Fair distribution improves morale and results.

19. Handling Escalations and Key Deals

Sales managers step in when:

• deals are complex

• negotiations stall

• conflicts arise

They support reps without taking over.

20. Cross-Functional Collaboration

Sales managers work closely with:

• marketing

• customer success

• operations

• leadership

Alignment improves customer experience and revenue.

21. Managing Remote or Hybrid Sales Teams

Modern sales managers manage:

• remote reps

• distributed teams

• hybrid environments

Success depends on clarity, trust, and metrics.

22. Sales Manager Skills That Matter Most

Key skills include:

• communication

• leadership

• coaching

• analytical thinking

• emotional intelligence

Top sales managers balance people and numbers.

23. From Top Seller to Sales Manager (Common Challenge)

Many sales managers are promoted top sellers.

Common pitfalls:

• micromanaging

• doing deals for reps

• neglecting coaching

Managing is a different skill set than selling.

24. Sales Manager vs Sales Leader

Sales Manager

• focuses on execution

• manages performance

Sales Leader

• inspires vision

• builds culture

The best sales managers do both.

25. Measuring a Sales Manager’s Success

Success is measured by:

• team quota attainment

• forecast accuracy

• rep retention

• skill development

Results reflect leadership quality.

26. Common Mistakes Sales Managers Make

❌ micromanaging activity
❌ ignoring data
❌ avoiding tough conversations
❌ inconsistent coaching
❌ unclear expectations

Mistakes compound quickly.

27. Daily, Weekly, and Monthly Tasks

Daily

• pipeline review

• rep check-ins

Weekly

• coaching sessions

• forecast updates

Monthly

• performance reviews

• strategy adjustments

Consistency matters.

28. The Pressure of the Sales Manager Role

Sales managers face pressure from:

• leadership expectations

• rep performance

• revenue targets

Resilience and structure are essential.

29. How Sales Managers Impact Company Growth

Strong sales managers:

• reduce revenue volatility

• improve execution

• scale teams effectively

Weak management limits growth potential.

30. Final Takeaway

A sales manager’s job is not to close the most deals —
it’s to build a team that closes deals consistently.

Great sales managers:

• coach more than they command

• measure more than they guess

• lead more than they sell

If salespeople are the engine,
sales managers are the mechanics.

Get the role right —
and revenue follows.