When preparing for a sales call, reps often confuse tactics ('walk through price') with the actual goal. A manager should coach them to articulate what they are trying to *accomplish* (e.g., 'align on value with the economic buyer'), not just what they plan to *do*. This separates productivity from busyness.

A sales leader's job isn't to ask their team how to sell more; it's to find the answers themselves by joining sales calls. Leaders must directly hear customer objections and see reps' mistakes to understand what's really happening. The burden of finding the solution is on the leader.

Many sales leaders run pipeline reviews solely to extract information for their forecast. The meeting's primary purpose should be to help the rep understand what to do next. Effective coaching leads to closed deals, which in turn creates an accurate forecast naturally.

To make role-playing an effective training tool, sales leaders must demonstrate vulnerability by going first in front of everyone. This signals that the goal is collective improvement, not performance evaluation, and encourages reps to engage openly without fear of judgment.

Effective call planning goes beyond setting a goal; it involves scenario planning for failure. A powerful question for managers to ask reps is, "If this call were to go sideways, what would be the most likely way that it does?" This forces reps to anticipate and prepare for common objections or derailments.

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.

A sales leader's value isn't in managing from headquarters. It's in being on the front lines, personally engaging in the most challenging deals to figure out the winning sales motion. Only after living in the field and closing landmark deals can they effectively build a playbook and teach the team.

Many leaders mistakenly manage their team as a single entity, delivering one-size-fits-all messages in team meetings. This fails because each person is unique. True connection and performance improvement begin by understanding and connecting with each salesperson on a one-on-one basis first.

Leaders with an operations background often clash with the emotional, less-structured nature of sales. To succeed, they must actively study sales management to bridge this mindset gap, not just learn tactics. This prevents frustration and enables them to guide their sales team effectively instead of trying to force them into rigid processes.