24 Sales Experts Share The #1 Traits of Successful Sales Managers (And How It Helps Their Success)

 In All Things Productivity, Blog

For businesses that sell, no matter how remarkable or valuable a company’s product or service might be, the viability of such a business that provides goods and services to customers heavily depends on the success of its sales department. And when it comes to creating and maintaining a successful sales department, the most crucial person is the sales manager.


Since what we do here at Docurated supports the needs of many businesses’ sales departments and sales managers, we wanted to know more about how to identify a great sales manager. More specifically, we wanted to find out what types of characteristics are most common in successful sales managers according to the experts, and how these characteristics affect a sales manager’s success. To do this, we asked 24 sales experts to answer this question:

”What’s the #1 trait of successful sales managers (and how does it help their success)?”

We’ve collected and compiled their expert advice into this comprehensive guide on the top traits of successful sales managers. See what our experts said below:

Meet Our Panel of Sales Experts:

Scott K. Edinger

Scott K. EdingerScott K. Edinger is the Founder of Edinger Consulting Group and a recognized expert in helping organizations achieve measurable business results. He is also a consultant, author, speaker and executive coach who has worked with some of the most prominent organizations in the world including AT&T, Harvard Business Publishing, Bank of America, Lenovo, Gannett and The Los Angeles Times.

Scott is a co-author of  “The Inspiring Leader: Unlocking the Secrets of How Extraordinary Leaders Motivate”(McGraw-Hill 2009), has authored or co-authored dozens of other articles and white papers, and has been a contributing author for The American Society for Training and Development Leadership Handbook.

The #1 trait of successful sales managers is that…

They know what to manage. And it’s not numbers.

Conversations between sales leaders, sales managers, and sales staff frequently focus only on numbers: Did you make them? Will you fall short? How much do you think you can sell in the next quarter? The result is an inordinate amount of time spent on inspection and reporting of numbers that are, speaking frankly, out of the control of any sales leader. You can’t manage numbers and you certainly can’t improve them by spending hours shifting the cells in a spreadsheet. A successful sales manager must have the ability to coach people and manage activities, and there are two major keys to doing this well: 

Coach and develop talent.

There are few institutions providing a degree in sales. As a result, it’s a skill solely developed in the field by managers who choose to coach. Sales leaders need to put a premium on developing their staff’s capabilities. Gallup research indicates that having the right manager can improve a seller’s performance by 20%. Too many sales leaders are promoted because they were great at selling but then fail to devote attention to teaching their staffs. The best sales leaders make coaching a priority.

 Provide strategic guidance.

I have rarely seen a competitive strategy that did not look terrific in a PowerPoint presentation, in a boardroom or conference center. But I’ve also rarely seen such strategies translated into specific actions for the members of a sales team. It is up to the sales leader to make it clear how their teams are expected to implement those plans so that the strategy is carried out effectively.

 By closely managing people and activities — instead of micromanaging numbers — you will give your organization the best chance for success.

Tom Hopkins

Tom HopkinsTom Hopkins is a world-renowned trainer in the fields of sales and sales management. His proven-effective strategies for building trust and closing sales have been proven to work in a wide variety of industries and during all types of economic cycles. To learn more of his strategies visit his website, www.TomHopkins.com.

I believe that the #1 trait of successful sales managers is…

Their ability to sell selling to their salespeople.

The sales manager is selling every day.. His clients are two-fold:
1) upper management; and
2) the sales team.

Salespeople can face some tough challenges. Keeping them focused on the benefits of selling as a career is critical. This is done through consistent, direct interaction; understanding the individuality of each salesperson; and consistent support-including training.

When sales managers can develop strong teams that are committed to selling (through the belief in the company’s products and skill training), they become extremely valuable to the company. The sales force is the connecting point where the company meets the consumers. They are the backbone of every company’s financial success. Sales managers who know how to sell those salespeople on doing their jobs well every day is a key asset for every company.

Greg Archbald

Greg ArchbaldGreg Archbald, Founder & CEO of GreaseBook, graduated from the Honors College at the University of Oklahoma in 2005 where he received a dual degree in Energy Management and Finance. In 2010, Greg was invited to attend ESADE’s Global MBA program on scholarship in Barcelona, Spain, ranked by both Financial Times and Business Week as one of the top international business schools in the world. While attending ESADE, Greg was introduced to some of the mobile industry’s brightest mobile app design and development specialists. By combining their knowledge with the exposure he gained from working at his family’s business, SSI (Oklahoma’s leading accounting software provider to over 300 investment, production, exploration, and service companies in the oil & gas industry), Greg immediately recognized how much the owners of oil & gas operating companies stand to profit from mobile apps in the form of increased oil production and actions that affect the bottom line.

We work with dozens of oil & gas companies of all sizes, ranging from some of the country’s largest independent operators ($XXBB) down to some small ma & pops (<$1MM). When I founded my business, it was important we looked at what set successful sales managers apart from the masses. In terms of the traits of a great sales manager, what I found was that…

It wasn’t the skill of her sales team, but rather her team’s willingness to fail that was at the top of the list.

 Understand, I’m not talking about a mere tolerance or acceptance of failure. I’m promoting the sheer wantingness to fail…

I know this sounds counterintuitive, but we must understand that failing and “becoming a failure” are two very different things. Successful teams fail eagerly while failures avoid failing. The whole point of becoming willing to fail more is to attain higher levels of success.

 One of the benefits of instilling a sense of value in “seeking failure” in sales teams, is that they receive built-in protection from prematurely ending hot streaks. What’s the worst thing a sales person could do when they hit a streak of yes’s? That’s right: sit themselves down and take themselves out of the game. Yet this is precisely what they do!!

 However, had they been seeking failure, they would have kept at it. Ultimately, the idea is that your salesforce comes to their own conclusion that if failing is good, then failing faster must be better. Heck, if you’re going to fail, they might as well do it going after BIG goals that are worthy of their time and effort!

Mark Lupton

Mark LuptonMark Lupton is the Sales & Marketing Director of The Houstonian Hotel, Club & Spa, a 289-room luxury hotel nestled on 18 acres of beautifully wooded landscape located in the heart of Houston. Mark has been with The Houstonian Hotel for almost 14 years and prior to joining The Houstonian in January 2001, he served as market director of sales for Travel Click, after serving as director of sales and marketing at three Houston-area Marriott hotels. He started his career as sales manager at a Marriott in New Orleans.

To me, the best trait of a successful sales manager is to…

The ability to recognize that it’s about the TEAM.

Building a high-integrity, effective sales team is what drives business forward. Managers should manage the information and what the team needs to be successful, remove obstacles, and do their best to make it easy for customers to give sales people their money.

High-integrity teams will tend to benchmark, synergize, question each other, manage egos, keep each other accountable and compete in a healthy way.. It’s the manager’s job to be in charge of topline sales. Building a cohesive team can get it done!

Jill Konrath

Jill KonrathJill Konrath is the author of three bestselling sales books: “Agile Selling”, “Selling to Big Companies” and “SNAP Selling”. She’s also a frequent speaker at conferences and sales meetings. Check out her free sales resources at www.jillkonrath.com/sales-resources.

The most successful sales managers are…

Incredible coaches.

They realize that their success is dependent on developing their people. When onboarding new reps, they focus on rapid learning strategies, constantly testing what they’re learning. They engage in role-playing, providing constructive feedback.

Their entire focus is on helping each member of their team “get better.” Rather than letting their experienced reps get comfortable with the status quo, they consistently challenge their thinking, asking questions like:

  • How can we improve our effectiveness?
  • What other strategies might speed up the process?
  • Where else can we do to increase our chances of success.

They engage their reps in experiments and turn problems into challenges. Underneath all their behaviors is the core belief that they’ll win if their team is continuously improving.

And they do. By creating a team of learners, sales productivity improves and turnover decreases – resulting in a predictable revenue stream that constantly goes upward. 

Think you’re too busy to coach? That’s short-term thinking that ensures it’ll be harder and harder to get the results you want/need for your own success.

Jeff Goldberg

Jeff GoldbergJeff Goldberg is an award-winning sales professional with 4 decades of sales, sales management, training & consulting experience. He has had the opportunity to teach, coach, mentor and speak internationally in front of tens of thousands of sales professionals, ranging from financially successful veterans to the most junior new hires in a diverse array of industries. The co-author of “Leverage Your Laziness!” and “How to Be Your Own Coach!” Jeff delivers powerful, high-energy programs and speeches that draw on his years of experience as a performer in the theatre and stand-up comedy. He is relentlessly energetic and results-driven and injects humor, passion, and a strong dose of reality into all his programs. He has delivered training for clients such as State Farm, Aramark, Siemens, Newsday, Cisco, Citibank, Cablevision, and others representing nearly every commercial and industrial category. Learn more about Jeff and his work at www.jgsalespro.com.

The #1 trait of successful sales managers is…

They take the time to get to know their people on a personal basis.

Only when you truly understand why people are working (It’s NOT to get more green pieces of paper with pictures of dead presidents on them) can you truly motivate them. People work to provide for their family, build a new addition on the house, buy a nicer car, etc. Great sales managers know what drives their people and use activity metrics to help them understand how to achieve their goals. Great sales managers are unrelenting in their quest to help their people be all they can be!

Mack Dudayev

Mack DudayevMack Dudayev is the Founder of Insure Chance, an online life insurance marketplace that helps clients acquire life insurance over the phone and the web.

As an owner of an online life insurance agency, sales is a huge part of our business if not the most important one. Like most business owners I wear many hats and one of them is managing a sales team for high performance. Over the years what I have found to be the most useful and important trait a sales manager must possess is…


Continuous monitoring of your sales team while simultaneously providing feedback to constantly make small improvements is critical for a sales manager. This also ensures that your salespeople are focused on solving customer problems, which reflect positively on client retention and repeat business.

Many sales managers think that training is over once the team is out of the training room and hit the sales floor or field. This is a huge error, since the real learning happens on the battlefield and its critical to provide feedback to your salespeople on the little mistakes they make, wrong phrases they use or incorrect approaches to objections.

The biggest responsibility a sales manager has at the end of the day is to ensure salespeople are exceeding the sales quota. In our own office, we have guys who are veterans in sales, but even they have room for small improvements that can be made, which can lead to the additional 10% to 15% increase in their total monthly sales volume.

Continuous monitoring not only improves your sales team, but also keeps them plugged in day after day. Because we all know that sales can get repetitious and eventually someone has to reignite the flame. The compounding effect of monitoring your team while providing necessary feedback is unmatched to the long-term bottom line of a company.

Tim Toterhi

Tim ToterhiTim Toterhi is a strategic sales professional turned Organization Development practitioner. He’s an experienced coach who has implemented a customer-focused sales culture in several global organizations. He is also the Founder of Plotline Leadership, a company that helps people craft their success stories.

The #1 trait of successful sales managers is…

Teaching Ability.

Specifically, “Curb Side Coaching” – the ability and discipline to offer focused, just-in-time tips that can be acted upon during critical customer meetings and then follow up with specific guidance on what went well and what needs to be developed.

Why is this critical? – The ability to selflessly focus on your direct reports and have them methodically improve based on deliberate practice increases the bottom line results for all employees be they novices or seasoned rock stars.

Anant Mendiratta

Anant MendirattaAnant Mendiratta is the Founder of WorkoutTrends.com, a health and fitness start-up with a goal to provide research backed health information in a manner that removes all confusions and guess work from readers’ minds and enable them to achieve their specific fitness goals.

The #1 trait of successful sales managers is…

They don’t sell, they solve. They position their product to solve the customer problem. Selling happens naturally.

Tim Shurr

Tim ShurrTim Shurr is President of Shurr ! Success, Inc. and Director of Indy Hypnosis and the Hypnotism Academy of Indiana (AC-028). He is an award winning speaker, trainer, hypnotism/NLP teacher, frequent TV and radio guest, and author of 4 books including, “Get Out Of Your Way!” Learn more about Tim and his work at timshurr.com.

The secret to being a successful sales manager, and by far the #1 trait that separates the best from the rest is…

To be “others-sorted.”

Sales professionals are often promoted to Manager because they are excellent at selling. However, selling a product or service is very different from leading a group of sales professionals. In sales, you can rely on your own unique talents and personality quirks. Yet, when leading a sales team, you now have to rely on the talents and personalities of others, which any manager will tell you can be tricky.

Being “others-sorted” means intentionally focusing on others more than on yourself. Many managers are so wrapped up in their own tasks and agendas, they often forget that others live for that “pat on the back” from their boss. Some managers don’t need outside validation, so they don’t give it. Yet, the sales manager everyone looks up to is the one who’s constantly paying attention to, validating, and offering constructive feedback to those they lead. “The best sales managers know how to shine and help others shine! They step back from being the competitive father and take on the role of collaborative grandfather, which seems to make a huge difference.

Ryan Matzner

Ryan MatznerRyan Matzner is the Director of Fueled, and over the past four years has led Fueled’s growth from a living room to a 100-person global team at the forefront of mobile app design & development. He was recently listed number 4 on TNW’s list of “50 People in NYC Tech You Need to Know”.

One thing that the best sales managers have is…

A deep understanding of the product they want their teams to sell.

They are able to explain to their team why clients really, truly need the product. Why they will love it and be very happy with it, why it will improve their lives for the better. Nothing beats an ability to inspire a sales team with genuine, firsthand knowledge and experience.

Jason Lockard

Jason LockardJason Lockard is the Vice President of Enterprise Sales of BlueGrace Logistics, a technology, transportation and logistics company providing logistics technology and transportation management services.. Jason began his career in logistics in 2000 as a dockworker at AAA Cooper transportation. From there he held various sales and sales management roles at companies such as Arizona Beverage Co and Elite FX before joining the BlueGrace team in 2006. Jason started in outside sales at the inception of BlueGrace and managed a team of sales reps prior to launching the Enterprise Sales channel in 2010 in which he currently is the Vice President.

The true measure of success for higher level sales managers is…

Developing and empowering their sales reps to self-evaluate and adapt.

This is directly related to more a coaching style rather than a managerial approach. Managers should spend time shadowing and discussing the outcome of sales calls with the rep in an environment that helps the rep identify their own mistakes and come up with ways to adjust on the next opportunity. It can be very challenging to sit back and allow a rep to make a critical mistake during a sales call without jumping in to redirect. One must be willing to sacrifice a potential sale in order to provide the most optimal situation for coaching.

The best approach is to ask directed questions to help the rep arrive at the error and offer suggestions to them for improvement. By coaching your sales reps to self-evaluate and try different perspectives you will incrementally reduce the time needed to directly “manage” and arrive at the ultimate goal of developing best in class sales professionals and increased sales.

Orit Pennington

Orit PenningtonOrit Pennington is the Co-owner of TPGTEX Label Solutions, Inc. located in Houston, Texas and has over 20 years’ experience in sales, specializing in B2B sales. TPGTEX has developed several software applications that interact with various business software such as Inventory systems, QB, SAP to print barcode labels.

The #1 trait of successful sales managers is…

They empower and encourage the sales team.

The successful Sales managers is a person who is constantly on the lookout to see who needs help and encouragement and has the ability to provide those in a practical way.

Incentive alone or ridiculing a sales person does nothing to increase sales. Identifying issues in the sales process or with a difficult sell and coming up with a practical road map to help the sales person make that sale.

Willy Bolander

Willy BolanderWilly Bolander is a faculty member in the College of Business at Florida State University, with active involvement in the FSU Sales Institute, and also Co-founder and Chief Development Officer for GO FOSTER!, an organization dedicated to improving the U.S. foster care system by improving foster parent recruitment and retention efforts. Willy teaches undergraduate and graduate courses on sales and sales leadership and conducts extensive research on interpersonal influence in selling and sales management. Most importantly, Willy’s students have gone on to build successful careers in some of the world’s top sales organizations. Learn more about Willy and his work at www.willybolander.com.

Without a doubt, the #1 trait of a successful sales leader is…

The ability to make decisions that require trade-offs.

A sales leader cannot keep everyone happy, honor everyone’s requests, etc. Eventually, they have to make decisions that will potentially upset his/her team members, customers, etc. Most managers are not comfortable with this idea. Successful sales leaders, however, know that trade offs must be made to keep the team moving forward and are ok saying no when needed.

Adam P. Von Romer

OLYMPUS DIGITAL CAMERAAdam P. Von Romer is the Director of Commercial Capital Advisers, LLC and has been in real estate and construction since 1983. Adam was first licensed in the State of Pennsylvania and quickly discovered that he didn’t have the constitution for residential real estate. He made the transition to selling commercial in the mid 1980’s and found that resources to learn the business. As he become more successful he began imparting the skills to new agents finally codifying them into numerous articles, seminars, workshops,
and a bestselling book on Amazon.

The #1 trait of successful sales managers is…

Leadership! I am not talking about the cheerleader, flag waving go get ‘em tiger leadership. I am talking about the roll up your sleeves and dig in, shoulder to shoulder, with the sales people and get the job done kind of leadership. I think a good sales manager is worth his or her weight in platinum not merely gold.

I have been a sales manager for nearly 20 of my 31 years in the business and have trained, and managed some of the most successful commercial real estate brokers in the market today. I even have competitors who send their new agents to my training sessions or public classes to get trained.

I teach sales people how to make cold calls by actually picking up the telephone and making live cold calls in front of them while they get to listen. After the call we analyze what went right, what went wrong, and what we could have done better.

 I routinely schedule first appointments and take new agents along as “observers” so that they can see the process unfold and learn how to handle an initial meeting with a prospect. On the way back to the office we “unwind” the appointment focusing as much on what was not said as we do on what was stated overtly.

I routinely sign up for workshops or seminars and persuade my junior agents to go along to the event. Often I will provide the transportation to the event to insure that we get the maximum participation. 

For the more experienced agents I get the hell out of their way! I run interference, if they need something I get it for them if they need help they have but to ask. My job with the top agents is to keep them in front of clients and customers and not erect internal barriers to their performance.

Through that process I managed to increase our sales force from 4 to 40 sales people, and move the company from number 22 in the region to number 2 in gross sales volume. I also earned several hundred thousand dollars in commissions and bonuses.

Kristoffer Howes

Kristoffer HowesKristoffer Howes is the CEO of Weal Media, digital PR firm and Internet marketing agency, and a search, social media and brand strategist. He is also author of “Get an A+ on G+: Making the Grade on Google+”.

The #1 trait of successful sales managers is…


Regardless of whether it is a saleswoman, salesman, salesperson or sales manager, consumers believe that “sales” are this person’s priority. This presents an immediate challenge for consumers, like myself, that still see the traditional stigma of the pushy, self serving salespeople; that only care about the sale.

 To overcome this notoriety, a sales manager must earn the trust of consumers by demonstrating to them that they understand the challenges that customers face, and that providing a dependable solution is their number one priority; not simply selling products to people.

I believe that empathetic people are the most successful at accomplishing this. These individuals can closely identify with the plight of others (whether they be sales staff or customers) and are able to consistently convey a message that people immediately understand and can deeply relate to. 

Sales managers who can empathize with their audience will succeed in building meaningful relationships that, aside from offering long-term brand loyalty and support, provide deeper insight and understanding into consumers’ general opinion of the brand/company. This valuable information can create awareness and inspire changes that improve the company’s product/services, and as a result, increase sales for the sales manager.

Elene Cafasso

Elene CafassoElene Cafasso is a professionally trained and certified Executive and Personal Coach, and President of Enerpace, Inc. Enerpace helps leaders focus on what really matters, while growing themselves, their team and their bottom line. Elene works with leaders to achieve their objectives in the areas most critical to their success: leadership development, team building, professional communication and organizational effectiveness.

The #1 trait of a successful sales manager is that…

They are truly trained and committed to the manager role.

Many times, the best salesperson is made sales manager. It’s important for credibility that the sales manager was successful in a sales producer role. However, that doesn’t prepare them to manage other people.

Those who invest in management skills training and who devote at least 50% of their time to managing, get the best result from their people. When the team does well, they get the credit and receive both monetary and career path benefits.

Patrick Cullen

Patrick CullenPatrick Cullen is the CEO & Founder of Panda Bear Linens, a website that specializes in the sale of bamboo linens. He is a former operations manager responsible for training and coaching sales personnel.

The number one trait of successful sales managers is, quite simply…

Believe it or not, many people in sales positions fail at their job, because they simply don’t take the time to listen to their prospects needs. Instead they ‘unleash’ their pitch like a barrage of scud missiles, thinking that they need to “sell” their products or services. While this is true to some extent, it is most definitely not the full picture.

You see, a few magical things happen when you shut your mouth and simply listen. First, you’re seen as a good conversationalist. Second, you’re able to learn about what your prospect needs. And third, and most importantly, you gain their trust. 

You’re able to be seen as a good conversationalist, because the other person sees that you’re genuinely interested in what they have to say. This makes you likeable, which positions you in a much more advantageous position for selling.

By using the 80/20 rule, you’re able to gauge your prospects needs effectively. Let them do 80% of the talking and converse in the form of questions the other 20% of the time. This is so important. It allows you to really drill down to, and understand, what it is exactly that they’re hoping to achieve. In turn, you’ll learn how to provide them with *the* solution.

Everyone wants to buy something from a credible, trustworthy source. It’s the same reason people buy from places like Amazon or Target. These places have built their businesses into respectable and trustworthy establishments. By sincerely listening, your biggest advantage is that you will gain the prospects trust. By doing so, they will be much more likely to buy from you.

 So you want to sell something? Shut up and listen. It’s your most powerful weapon.

Richard Yarwood

Richard YarwoodRichard Yarwood is Head of Sales for Bring Digital, an agency that provides a full spectrum of digital marketing services. Richard has been working in sales for over a decade, spending the last four years building a wealth of experience in digital marketing.

The #1 trait of a successful sales manager is…

Patience and listening skills.

Often people miss sales opportunities by not taking the time to listen to what the client is telling you. If you go into a meeting with a pre-determined idea of what you want to sell to them, you may be blinkered, preventing you from hearing the other needs that the client has – which may represent an even greater opportunity. 

In my experience, in terms of team management you need to listen to your colleagues and truly understand what makes them tick. Such information can help you to better manage and incentivize them. Sometimes it doesn’t just come down to bonus and commission, it may be progression, little drinks, a night out that will encourage them to perform to the best of their ability.

Tim Burns

Tim BurnsTim Burns is the Director of Business Development for RE/MAX World Headquarters. He manages a team of 12 people across the country and also wrote a book called “Stop Selling”. Learn more about Tim and his work at www.stop-selling.com.

I believe what salespeople appreciate the most in a sales manager is when…

The manger goes out in the field or trenches with them.

It can be stressful, as they want a full schedule and want to look good. What it allows the manager to do is see them in action, check the skill sets, set an example based on the dialogue you use, helps to advance conversations and allows you to experience what they are experiencing. In my opinion there is nothing more effective than tag-teaming. It also helps to build the relationship. It may allow you to have some fun, such as taking in a game in the evening. Most of all it allows you to access their sales pipeline first hand.

Paula Jones

Paula JonesPaula Jones is the President of Fieldd Service Software, and has been in technology for more than 16 years. She loves people, great technology and bringing them together.

The #1 trait of a successful sales manager is…

They empower.

I have been in sales for well over 20 years. I have been a sales leader for more than 16 years. I have worked for a lot of different managers and I have managed a lot of different people. I have seen managers who micromanaged their people to death. It’s as if they had no confidence in their own hiring abilities and no trust in the people they hired at all.

I worked for a technology company, a large technology company before running my own firm, where my management demanded extreme micromanagement. The sales management team was expected to spend at least 60% of our week sitting in cubes with our people, coaching them through every call. It was madness. These were not brand new, 21 year-old sales babies. I had hired, built, trained, and trusted a fantastic team of experienced sales professionals. I was supposed to insult them? This quickly destroyed morale and sent the attrition rate into the stratosphere. I believe that our attrition rate was similar to that of a fast food joint and we were one of the most successful technology companies in the world. This is not that unusual in sales technology.

You hire the best. You give them the tools they need to be successful. You block and remove obstacles for them. Then, you get the hell out of their way and let them do what they do.

Bradley T. Williams

Bradley T. WilliamsBradley T. Williams is the Co-founder of Business Resources Alliance Group, LLC doing business as The Alternative Board – West Fairfax-Alexandria. With over 35 years of experience in the Retail, Financial Services, and High Technology industry segments, Brad was a senior executive responsible for sales, sales management, finance, consulting and strategic planning activities at such companies as Zales Jewelers, UCCEL, (acquired by Computer Associates), and Computer Sciences Corporation.

The #1 trait of a successful sales manager is…

They are motivators.

They coach, mentor, and motivate, thereby reducing the turnover rate within their sales team and any subsequent on-boarding kinks. Sales managers in our portfolio who indicate less than 50% of their time invested in the above activities are usual culprits for sales organization problems, misalignment with corporate strategies and objectives, and ultimately, missed revenue targets.

Randall Sanders

Randall SandersRandall Sanders is the VP of Sales for Aura LLC, which operates Toner Emporium, and has been in a sales manager position for 3 years.

The number 1 trait for successful sales managers is…

Stern friendliness.

What I mean by that is the employees have to like and trust the sales manager, but understand that if they fail at their responsibilities they will be reprimanded. Being able to walk that line of boss and friend is difficult, but makes the best manager and in turn creates the best sales environment for employees.

When the employees feel like they can have fun at work without having to worry about an uptight boss who constantly yells at them and puts them down. The boss should create an environment of camaraderie, and that will boost sales and make them look awesome as well.

Jon Rhodes

Jon-RhodesJon Rhodes is a Clinical Hypnotherapist and the Founder and Owner of HypnoBusters, a company that offers high quality professional hypnosis audios for relaxation and hypnotherapy.

The number 1 trait for successful sales managers is…


When something goes “wrong”, such as losing a sale, the best sales managers don’t get beat up by it. Instead they analyze what happened so that next time they do things differently. This makes them constantly grow and improve.


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