A new sales leader's "fun" contests were seen as busywork by a top rep. This highlights that a leader's primary function is to remove obstacles and protect the team's time for revenue-generating activities, not to add distractions, however well-intentioned.

A common mistake for new managers is to do their reps' jobs for them, especially in tough deals. This approach, born from insecurity or a desire to prove worth, prevents the team from developing self-sufficiency and ultimately fails to scale. The manager's true job is to build skills and muscle in their reps.

Don't hold elite performers to the same activity metrics as the rest of the team. Instead, grant them autonomy while explicitly stating they are not exempt from being a team player. This builds trust and respect, allowing them to focus on results without undermining team morale.

The best reps don't complain about lacking resources; they attract them. Internal teams like product and engineering gravitate towards these reps because they trust their time will be well-spent on a deal that is more likely to close, effectively making them the deal's 'quarterback.'

AI tools disproportionately amplify the productivity of top performers, making them exceptional. A manager's highest leverage activity is to focus the majority of their time on unblocking and supporting these individuals to maximize the team's overall output.

First-time managers, often former top performers, default to doing the work for their reps. This creates dependency and prevents the team from developing self-sufficiency, which is crucial for scaling. A manager's true role is to build the team's skills, even if it's slower in the short term.

Ineffective leaders use Quarterly Business Reviews to demonstrate their power by grilling reps. Great leaders use a single deal review as a live coaching session for the entire sales floor, knowing one person's mistake is likely a problem for hundreds of others.

Leaders must unapologetically defend their time with their team. This means explicitly telling their own managers that they will be with reps from 8-5 and that reports and other admin tasks will be handled outside of those core coaching hours.

Hold two distinct meetings with reps. Use weekly "deal reviews" for tactical inspection of data, risk, and next steps. Reserve separate, bi-weekly "1-on-1s" for relationship building and career pathing. This prevents surprise forecast discussions and builds trust.