Over the past two weeks, I've had conversations with three different business owners and CEOs who have been facing serious sales issues within their organizations. The common denominator in each of these scenarios was strikingly similar: before being promoted, the sales leader in question was the star salesperson on the team. 

It may seem like a logical move, after all, they've consistently outperformed their peers, closing deals and raking in revenue. 

But here's the truth that many business owners and CEOs have learned the hard way: selling and managing/leading salespeople are two entirely different jobs and promoting your best salesperson to sales manager has proven to be a recipe for disaster more often than not. In this blog post, we'll explore the pitfalls of promoting your top salesperson to a sales leader position and the reasons behind the struggles that often follow.

Different Skill Sets
Selling and managing a sales team require distinct skill sets. A top-notch salesperson excels at closing deals, understanding customer needs, and delivering tailored pitches. They thrive on the thrill of the chase and the satisfaction of achieving individual sales targets. They are hunters and thrive on pursuing new opportunities to go out and help as many people as possible. The best salesperson might be emotionally invested in their own success and their specific selling techniques. 

On the other hand, leading a team requires skills such as communication, coaching, strategic planning, and performance management. Sales leaders have to allocate time and resources effectively. They must balance sales strategy, team coaching, and administrative tasks. Promoting someone with little to no experience in these areas can lead to leadership struggles.

When elevated to a leadership role, they may struggle to objectively assess and improve their team members' performance. They could inadvertently impose their methods on others, which might not be suitable for every team member. They may struggle with these competing demands, focusing too much on selling themselves or not dedicating enough time to the team's growth and development.

The transition from peer to manager can also strain relationships within the team. Team members may find it difficult to accept direction from someone who was once their equal or even subordinate. The new leader may also feel uncomfortable with the shift in their role and responsibilities.

A Better Approach
Instead of promoting your best salesperson blindly, consider alternative strategies for developing effective sales leaders:

Identify Potential Leaders Early: Look for individuals who exhibit leadership qualities and provide them with opportunities to develop their skills through training and mentoring.

Offer Training and Development: Invest in leadership training programs to help your top salespeople acquire the skills necessary for managing and leading a team effectively.

Consider External Hires: Don't be afraid to look outside your organization for experienced sales leaders who can bring fresh perspectives and strategies to the table. We utilize OMG Assessments with our clients to help them find the perfect match for their unique needs. In a recent

Promoting your best salesperson to a sales leader role can be a tempting shortcut, but it's not always the best path to success. There are so many ripple effects that need to be considered before making a decision like this.

The skills and qualities that make a great salesperson are not necessarily the same ones that make a great sales leader. By recognizing the differences between these roles and implementing a more thoughtful approach to leadership development, you can avoid the common pitfalls and ensure a more effective and harmonious sales team. It's time to rethink the age-old belief that great salespeople make great sales leaders and to focus on developing leaders from within or bringing them in from outside who possess the right skills and attributes for the role.