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.

A leader's role in a sales call is to empower the rep, not to perform. When a manager takes over a meeting, they disempower their rep and effectively take ownership of the account. MongoDB's CRO Cedric Pech calls this 'promoting yourself into being the rep,' a mistake that stunts rep development and creates customer confusion.

When a rep asks for guidance on a deal, resist providing an immediate answer. Instead, reframe the question back to them. This forces them to develop their own critical thinking skills and reveals their current thought process, allowing for more targeted and effective coaching.

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.

To make deep qualification a team-wide habit, sales managers must do more than just talk about it. They need to 'lead from the front' by joining customer calls and personally asking the critical questions. This demonstrates the correct technique and signals that it's a non-negotiable part of the sales culture.

Leaders often expect reps to drive one-on-ones, but the best leaders prepare beforehand with a clear point of view and desired outcomes, treating their reps like internal customers who deserve preparation.

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.

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.

Don't just be an order-taker for the sales team. When they request a specific tactic (the prescription), act like a doctor by first diagnosing the underlying business problem (the symptoms). This shifts the relationship from servile to a strategic partnership.