3 Traits of Successful First-Line Sales Managers

They may be less visible than other sales officers, but first-line sales managers—the mid-level managers responsible for driving day-to-day sales performance—can be among the most critical players in a larger sales organization.

According to Andres A. Zoltners, professor emeritus of marketing at Northwestern University’s Kellogg School of Management, and PK Sinha and Sally E. Lorimer, collaborators with Zoltners on Building a Winning Sales Management Team: The Force Behind the Sales Force, the best first-line sales managers live three key characteristics in their successful service to sales organizations. We examine these key traits, identified by the authors this month at the Harvard Business Review.

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They understand salespeople and manage them wisely

Successful first-line sales managers are good people managers, building, selecting, managing, rewarding, and leading a team of salespeople.

According to sales consultant Katherine Graham-Leviss, successfully managing a sales team begins with recognizing that high-performing salespeople generally have strong personalities. While this social and verbal aggression can help them close deals, it can also make them difficult to manage under a more methodical, analytical, or process-oriented approach. “Great salespeople generally want freedom,” notes Graham-Leviss. “They want autonomy.”

They leave sales to the sales reps (most of the time)

Strong first-line sales managers will participate directly in the sales process on occasion to ensure results with key customers, but only when appropriate.

The right time for managers to step into deals directly may come less often than many managers think, according to David J. DiStefano, president and chief executive of Richardson Consulting. This is understandable, given that most sales managers enjoyed successful sales careers before being promoted to management.

But it’s often in a manager’s best interest, as well as the interest of their company, to ensure that they are coaching reps to their full potential, even if this means that an individual sale does not go smoothly. “Make it a learning experience, debrief with the sales professional, and move on,” writes DiStefano.

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They align salespeople in the field with company goals

Successful first-line sales managers will be good business managers, serving as conduits for information between headquarters and the field. This constant flow of information will keep activities of sales teams aligned with company goals.

As business-to-business strategy consultant Christine Crandell writes for Forbes, two of the most important alignments for sales teams are with a company’s marketing and customer service departments, respectively. While marketing understands the customer journey from initial trigger to purchase, as well as sought outcomes, customer service and support understands customer objectives and demands post-purchase. “Consistency builds trust,” Crandell writes.

First-line sales managers are managers first and foremost

While many sales leaders agree that first-line sales managers are among the most important roles in their sales organizations, these managers are also often among the least-supported sales roles in terms of management and guidance. According to Jim Ninivaggi of SirusDecisions, when it comes to overseeing first-line sales managers, too many companies take an approach of “‘promote our best sales reps and hope for the best.’”

According to Zoltner, Sinha, and Lorimer, most problems with first-line sales managers don’t derive from a lack of support or training. Rather, they stem from hiring the wrong people for the jobs in the first place—people who were great as sales reps, but who don’t have the traits to succeed as sales managers. Poor sales management hiring decisions, in turn, can lead to bad hires for individual sales reps, a disastrous outcome. When it comes to first-line sales managers, the authors note, the aphorism holds true: “First-class hires first-class, second-class hires third-class.”

Sales Manager Traits FAQs

1. What are the most important traits of a successful sales manager?

A successful sales manager combines strong leadership, people management skills, strategic thinking, and the ability to coach effectively. They balance motivating their team with aligning sales activities to company goals.

2. How do sales manager traits impact team performance?

Sales manager traits directly influence team morale, productivity, and sales outcomes. Managers who communicate well, set clear expectations, and foster trust tend to create high-performing, motivated sales teams.

3. What traits should first-line sales managers focus on developing?

First-line sales managers should focus on people management, coaching ability, strategic alignment, and situational leadership. These traits help them guide reps effectively while meeting organizational objectives.

4. How can Yesware help sales managers leverage their traits for better results?

Yesware provides tools to track performance, analyze what’s working, and standardize winning strategies. This helps sales managers use their leadership traits more effectively to coach teams and close more deals.

5. Are leadership traits more important than sales experience for managers?

Yes, leadership traits often outweigh pure sales experience. While sales background is valuable, the ability to coach, inspire, and strategically manage people determines long-term managerial success.

6. Which communication traits do top sales managers have?

Top sales managers are active listeners, clear communicators, and skilled at giving constructive feedback. They adapt their style to fit different personalities and situations, ensuring every team member feels supported.

7. How do sales managers balance coaching with selling?

Effective sales managers focus primarily on coaching but step into the sales process when necessary. They use these moments as teaching opportunities to help reps improve their skills and confidence.

8. How does emotional intelligence factor into sales manager traits?

Emotional intelligence allows sales managers to read situations accurately, build trust, and manage conflict. It helps them understand team dynamics and motivate reps in a way that drives sustainable performance.

9. Can Yesware improve a sales manager’s coaching effectiveness?

Yes. With Yesware’s analytics and engagement tracking, sales managers can identify skill gaps, personalize coaching, and reinforce best practices that match their natural leadership style.

10. What decision-making traits do effective sales managers share?

They make data-driven decisions quickly, balance short-term wins with long-term goals, and consider the impact on both team members and company strategy before taking action.

11. Why is adaptability an essential sales manager trait?

Sales environments change rapidly, and adaptability helps managers pivot strategies, adopt new tools, and guide their teams through market shifts without losing momentum.

12. How do top sales managers align their team with company goals?

They communicate objectives clearly, connect individual performance to organizational outcomes, and ensure cross-department collaboration with marketing, customer service, and leadership teams.

13. What role does trust play in sales manager traits?

Trust builds loyalty and accountability within the team. Managers who follow through on commitments and support their reps foster stronger, more motivated sales teams.

14. How can a new sales manager develop essential leadership traits?

New managers should seek mentorship, practice active listening, give regular feedback, and leverage sales tools like Yesware to track and refine their approach.

15. Do all great sales managers share the same traits?

While there are common traits like leadership, communication, and coaching ability, great managers often have unique strengths shaped by their personalities and industry experience.

16. How does Yesware support trait-driven sales leadership?

Yesware centralizes performance tracking, communication insights, and workflow automation, allowing managers to amplify their leadership traits and spend more time mentoring their teams.

17. How do recognition and reward factor into sales manager traits?

Great sales managers consistently recognize achievements, whether big or small. This trait boosts morale, encourages healthy competition, and helps retain top talent.

18. Why do some strong sales reps fail as managers?

They may lack the coaching, delegation, or alignment traits needed for leadership. Management requires a different skill set than selling, and not all top reps make the transition successfully.

19. What traits help sales managers handle difficult team members?

Patience, empathy, and clear communication are essential. Strong managers address performance issues directly while maintaining respect and motivating improvement.

20. How can managers measure whether their traits are driving results?

They can track team performance metrics, employee engagement scores, and coaching outcomes. Yesware helps consolidate these insights so managers can refine their leadership approach based on data.