Remote Management
4 Sales Manager Types Explained: Strengths, Skill Gaps, and Growth Tips
Most sales managers never got formal training. They were great reps, promoted for crushing quota, and then… handed a team.
Sound familiar?
Managing people requires a whole new set of skills. And when you’re juggling forecasts, pipeline reviews, and never-ending fire drills all before lunch, it’s easy to default to what you think good management looks like.
That’s why I created the Sales Manager Quiz. It’ll help you identify your natural leadership style and see what’s working and where you can level up.
In this deep dive, we’re breaking down the four manager types (Powerhouse, Cheerleader, Quarterback, and BFF) and…
- What each type nails
- Where they struggle
- And exactly how to level up
This isn’t a personality quiz just for fun (though it is fun). It’s a growth tool to help you lead more effectively, feel more in control, and build the kind of team that actually hits their number.
The Powerhouse Manager
You’re the engine of the team. Powerhouses get stuff done, no excuses, no delays, no loose ends. Your standards are sky-high, your work ethic is unmatched, and your team probably describes you as intense, but fair. You’re the person people trust when they need results fast.
But here’s the tradeoff: That pressure you thrive under? It can overwhelm your team. When everything is urgent and nothing falls through the cracks, reps can struggle to keep up or feel like they’re always letting you down. You may find yourself stepping in to fix things, juggling too much, or skipping coaching because it feels slower than just doing it yourself. Sound familiar?
If you’re a Powerhouse, your next level of leadership isn’t about doing more, it’s about doing less and leading smarter.
Traits:
High achiever, results driver, flawless executer, pressure lover, chronic improver, priority juggler
Strengths:
- Creates a high-performance culture
- Work gets done on time (and done right)
- Team focuses on the right things
- Solves problems quickly
- Leads by example
- Pushes team to deliver results
Areas for Growth:
- Risks burnout — both for self and team
- Micromanages instead of developing independence
- Prioritizes task reviews over real coaching
- May miss signs of team fatigue or lack of collaboration
How to Level Up:
- Block time for dedicated skill coaching
- Use a standard coaching form: 3 wins + 1 area to improve
- Set one clear priority at a time
- Assign ownership to reps (even if you’d do it faster)
- Add team-led training sessions to build collaboration
Resources:
- Download: The Eisenhower Matrix – Use this worksheet to prioritize what actually moves the needle and stop wasting time on low-impact tasks that drain your day.
- Course to Take: Own Your Day – The go-to course for managing priorities, time, and team expectations without burning out.
The Cheerleader Manager
You’re the hype squad, heart, and hope of your team. Cheerleaders are natural motivators who lead with positivity, praise, and a deep belief in their people. Your reps feel seen, supported, and genuinely like coming to work. You’re the one reminding them they’ve got this, because they usually do.
But high morale doesn’t always equal high performance. If you’re not careful, you might avoid giving hard feedback, hesitate to push underperformers, or focus so much on celebrating strengths that you miss the growing skill gaps.
Being a Cheerleader means balancing the pep with a plan. Confidence is the fuel, but your reps still need a clear destination and a map to get there.
Traits:
Confidence builder, esteem booster, strength finder, encourager, positivity spreader, inspirer of self-directed improvement
Strengths:
- Builds confident, high-performing teams
- Creates a safe, engaging team culture
- Reinforces wins to accelerate growth
- Boosts rep loyalty and retention
Areas for Growth:
- Hesitant to give tough feedback
- May avoid holding reps accountable
- Over-focuses on strengths, under-focuses on gaps
- Team may not be improving skills or results
- Lacks systems to track progress
- Risks getting blindsided on forecasts
How to Level Up:
- Set clear, measurable skill and results goals
- Use a balanced meeting framework (coaching + accountability)
- Start peer mentoring to scale support
- Schedule recurring team trainings to improve skills (not just confidence)
Resources:
- Download: The COACHN Model – Use this framework to run more effective 1:1s, coaching sessions, and performance conversations that actually drive action.
- Course to Take: Having Difficult Conversations – helps managers deliver honest feedback with empathy and clarity.
The Quarterback Manager
You’ve been in the trenches. You’ve carried the bag. You know exactly what it takes to win a deal, because you’ve done it a hundred times. As a Quarterback, your team relies on you for play-by-play guidance, deal-saving advice, and that one perfect story that closes the deal. You’re sharp, strategic, and always ready to jump in and move things forward.
But here’s the catch: if you’re always calling the plays, your reps never learn to run them. That creates a team of highs and lows, some stars, some stragglers, and a lot of dependence. You may find yourself rescuing deals instead of coaching skills, or relying more on stories than questions.
To level up, it’s time to trade the helmet for the headset. Coach the rep, not the deal.
Traits:
Leader of deals, experienced pro, knows how to win, storyteller, answer man, saver of deals
Strengths:
- Deep sales expertise and sharp instincts
- Knows how to map the path to success
- Offers tactical, deal-specific advice
- Leads confidently from experience
- Earns quick trust from the team
Areas for Growth:
- Inconsistent team performance (highs and lows)
- Focuses too much on deals, not enough on rep development
- Struggles to let reps fail and learn
- Doesn’t block enough time for skill coaching
- Leans on telling stories instead of asking questions
- May unintentionally build a team of “mini-me” clones
How to Level Up:
- Run win-loss sessions (game tape style) to break down deals
- Take a manager coaching course to shift focus to skill-building
- Share personal failures to normalize mistakes
- Establish a regular cadence of 1:1s, team meetings, and reviews
- Appoint peer experts to foster independence and collaboration
Resources:
- Download: Tasks to Start vs. Stop Doing – Use this guide to shift out of “super rep” mode by focusing on high-impact leadership tasks and leaving the old rep responsibilities behind.
- Course to Take: The COACHN℠ Model – helps you coach reps more consistently and shift from fixer to developer.
The BFF Manager
You’re the safe space. The one your reps vent to. You know their pets’ names, their partner’s promotion status, and who’s on the verge of burnout (because they told you, not their therapist). As a BFF manager, your superpower is trust. Your team feels supported, understood, and motivated—and in today’s world, that’s no small thing.
But emotional intelligence isn’t a substitute for leadership. When you’re too close to your team, it gets harder to hold the line. Performance conversations get postponed. Boundaries blur. And the reps you care most about? They may end up stuck, because no one’s pushing them to grow.
Being a great manager isn’t about being liked. It’s about being respected and effective. You already have the heart. Now it’s time to build the structure.
Traits:
Empathetic, emotionally attuned, deeply connected, personal motivator, team nurturer
Strengths:
- Builds strong morale through personal connection
- Creates psychological safety and trust
- Reads emotional cues and team dynamics well
- Motivates with recognition and empathy
- Fosters collaboration and peer support
Areas for Growth:
- Too patient with underperformance
- Avoids hard conversations to preserve relationships
- Lacks clear performance metrics and expectations
- Risks playing favorites
- Inconsistent accountability
- Needs a more structured roadmap for team development
How to Level Up:
- Implement a standard meeting framework with clear expectations
- Get comfortable setting (and sticking to) deadlines
- Schedule recurring performance reviews with every team member
- Set (and keep) professional boundaries (save the lunch dates for Fridays)
Resources:
- Download: Coaching Frequency Guide – Use this to categorize your reps by skill vs. will, so you know who needs your time, who’s coasting, and where to focus your coaching energy.
- Course to Take: Driving Performance With Goals – gives you tools to set clear expectations and build accountability without sacrificing team trust.
Knowing your type is step one. The real magic happens when you use that insight to grow.
The best sales managers aren’t stuck in one style, they flex. They coach intentionally, delegate purposefully, and lead with both heart and structure. Whether you’re a Powerhouse learning to let go, a Cheerleader learning to lean in, a Quarterback trading the playbook for coaching time, or a BFF building boundaries, there’s always a next level.
Better managers build better teams. Let’s get to work! Take the quiz here.
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What Type of Sales Manager Are You? (& How to Make It Your Superpower) [Webinar Recording]
What Type of Sales Manager Are You? (& How to Make It Your Superpower)
[Video Recording]
Your Sales Manager Survival Kit [Cheat Sheets]
Your Sales Manager Survival Kit
[Free Resources & Cheat Sheets]
Tips for Managing a Remote Sales Team
Sales Management is a tough gig. Virtual sales management is tougher. Like our sales teams struggle to sell “with an arm and leg tied behind their back” with the exclusion of visual cues, difficulty reaching customers/prospects, and having drastically limited selling time, these same challenges (and more) affect managers. Especially newer leaders.
In my first few years of sales management, I relied heavily on the visual cues of how my colleagues managed their teams. I saw huddles happening (“Oh, I should do that.”) I overheard team meetings and coaching sessions (“Wow, I need to give that kind of advice”) and I picked up deal strategy and day management skills.
Until we’re tenured leaders of sales teams, we don’t have our management cadence locked in. The cadence is our management process – the series of meetings, touchpoints, and actions we take in a day, month, and quarter to keep our business on track. In fact, I dare say most sales managers spend their first year or two bouncing between requests, fires, and demands.
It’s natural to be reactive in our high-demand, fast-paced environment. There’s a line at our desk, in our email inbox, and in our assignments from above. Without these, we’d wander a bit aimlessly trying to figure out our jobs as we transition from individual contributor/seller to leader. It’s why so many leaders struggle to give up the deal, the customer base, the live sales calls – we know this world! We RULE this world!
And herein lies the rub. Now that we’re managing virtually, we need a proactive approach. We need to shortcut the learning curve and have a plan – one that includes the challenge of not seeing who’s in their seat, overhearing the calls, and picking up on the team dynamic. Rough.
To speed this process, and alleviate some stress along the way, let me share a few key tips:
1. Establish (and edit) your proactive management cadence immediately. We teach this in “Essential Manager Meetings” (a course in The Sales Bar) and it’s one of our first courses for all new managers. At a minimum, your cadence needs to include:
-
- Multiple weekly sales huddles to provide focus, inspiration, energy, and insight
- Monthly private 1:1 performance meetings with each team member
- Multiple 1:1 to 3:1 call/skill coaching sessions with each team member monthly
- Multiple team forecast meetings (frequency depending on sales cycle)
- Ad-hoc sales strategy meetings helping reps hit goal (deal, lead, account, and/or territory)
- Monthly team meetings for updates, development, communication, connection
Where do you find the time for all these meetings? By pushing the daily incoming demand to one of these meetings. Rep Slacking you with a “great call update?” Push it to your morning huddle or your next call coaching. Rep forecasting below goal? Schedule an ad-hoc sales strategy meeting to review deals. Getting lots of emails with company questions? Move forward the team meeting and address them together.
We set the process and then we daily teach our reps to operate within it by delegating, pushing, and scheduling “official” meeting time vs. reacting all day. That makes time management a critical management skill…
2. Own Your Day (another course in The Sales Bar). Especially now that we’re at home, it’s way too easy to work 12 hour days (or the opposite for some). The line at your desk is now your chat. Email is center screen all day. It’s harder than ever to stay proactive and protect our rep-focused parts of the day. We have to schedule it, and then protect it. Our top priorities also get calendar time and we protect them like our most important meetings of the day.
We love the Eisenhower Matrix (everyone’s favorite part of this course) to help managers decide when to fire drill, when to delegate, when to schedule, and when to trash a request. When you’re in charge of your own day, you can help reps be in charge of theirs – so critical for virtual selling.
3. Call Coaching. When we’re virtual, the tendency is to count heavily on the numbers. If we can’t hear the calls and watch the behavior, we watch what we can – the metrics. This is a mistake. Especially now that your reps are selling a new way, focus on quality over quantity. That means it’s time to get visibility. If you don’t have call recording capabilities, start lobbying for it now. ExecVision, Chorus, and Gong make it easy to be legal and to get the insight you need into rep conversations + the tools to coach them.
READ: The Best Sales Coaching Questions Ever
Scheduled call coaching using recordings or ride-along meetings are critical. It’s going to be tougher than ever to make it happen (hence the first two points), so give this to your reps. When your calendar is up to date, they know when you are free and it’s on them to invite you to 1-2 calls/week.
Sales skill feedback also has some new priorities right now. Field sellers gone virtual will need some help and focus on phone detective skills – working phone systems, making multiple attempts, capturing new contacts, qualifying accounts – honestly some of the basic skills covered for new BDRs. They may not LOVE the idea of getting entry-level phone skills training, but these are tools they need in their belt today – and tomorrow.
Phone sellers now struggle with video. They need your feedback on the basics like backgrounds, lighting, proper attire, and etiquette. We’ve all seen the fails – those are on us as their managers. Check out our course Running a Virtual Sales Meeting in The Sales Bar for basics on virtual meeting agendas, engagement, and online tools use.
The key is that they get the coaching and support regularly and you build it into a regularly scheduled meeting as part of your cadence.
My entire team – including the sales team – has been virtual since inception. Our BDR is new and gets call coaching every Tuesday and Thursday for 45 minutes at 9 a.m. She brings the call recording to support what we coached last time and before it’s over there’s a commitment to what we’re coaching next time. The coaching is done over video so we can see faces and reactions and expressions – this is a personal development moment, and it helps us connect.
Remember, a connection to the boss is critical for every employee. Call coaching is about helping develop reps skills (not close deals) as much as it is about increasing our team’s engagement with us and with the company – and there is nothing more important for retention. Coaching is bonding 1:1 time and your team needs this attention from you, even more, when we’re virtual.
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How to Be a Good Virtual Sales Coach
Coaching is a tough skill for most sales managers. But if you’re used to being in the office and are now managing a virtual sales team, you have some added hurdles. These tips are for you.
(Be sure to keep scrolling to hear my manager coaching tips at the bottom of this article)
#1 – Clearly Define Coaching.
In sales, we use the term coaching too often. We mean it for leaders who use a question-based or learning-based approach. The helpers and askers vs. the domineering tellers. Coaching as a style is different from dedicated rep, skill, or call coaching. When we clearly define when we’re doing sales coaching vs. our regular role of answering questions, running a huddle, or doing a 1:1, it’s easier to identify when to activate coaching skills.
#2 – Dedicate Time for Coaching.
When we were in the office, we could “drive-by coach” when we heard sales reps on the phone doing the good, the bad, and the ugly on calls. Now we need a dedicated hour with each rep one to four times per month. How often, exactly? Coach new reps and “B” reps at least twice a month. Prioritize your “A” and “C” reps next, with the “D” reps coming in last. Beware, focusing on the squeaky wheel!
#3 – Leverage Recordings.
If you don’t have call recording in place, prioritize it now. It will cut the time required for coaching by more than half. Have reps find their own recordings for coaching, mark them, and bring them to the call coaching session.
Listen to an example of a great call coaching session right here.
#4 – Coach the Rep, Not the Deal.
If you reframe coaching into time to build your reps’ skills, their engagement, and your relationship with them instead of winning deals, you’ll be on the right side of call coaching and have higher-quality interactions and outcomes.
#5 – Use Video.
Zoom works best for playing call recordings. Listen to the call, then do the call coaching. Using video will allow you to connect with the rep, gauge their facial expressions, and have a “face-to-face” conversation where you’re building rapport, not just skills.
#6 – Rinse and Repeat.
Schedule recurring meetings so you can keep the conversation going. We have a new BDR on the team who gets coached 2-3 times every week. We work on 1-2 skills at a time until we have it mastered and then we move on.
#7 – Use a Standard Model and/or Tool.
If you don’t have a great coaching tool like Ambition, ExecVision, Chorus, or Gong that keeps you aligned to a scorecard and standard of what “good” looks like, create your own scorecard and model. Go nuts and do it with a few managers, if you have access. For every rep skill we teach in The Sales Bar we include a mini Q&A scoring form and coaching questions. We also teach the COACHN℠ model – a standard approach to every coaching interaction that helps things become routine and easier.
#8 – Get Some Skill Training.
You know I sell training right?! Seriously, the number one most difficult skill to train sales managers is call coaching. So get some help deciding what to coach, how to coach, who to coach how often. Build some confidence in your ability to coach (remote or face-to-face) and you’ll look forward to it much more. Funny how it will get prioritized that way.
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How to Coach and Provide Leadership in a Remote Environment [Webinar Recording]
How to Coach and Provide Leadership in a Remote Environment
[Webinar Recording]
