A hybrid sales and leadership role is unsustainable. Don't just accept it; proactively and repeatedly discuss a clear transition plan with leadership. Frame it as a necessary evolution with a timeline for when you will move fully into leadership and be compensated accordingly. Don't wait for it to happen—force the conversation.
The player-coach role creates cognitive dissonance between strategic tasks and selling activities. To maintain focus, mentally separate these into two distinct characters: one is the salesperson, single-mindedly focused on selling during protected hours; the other is the leader, focused on strategy. These two personas should not meet or overlap.
When in a hybrid sales/leadership role, block off non-negotiable selling hours. Assertively inform management you will skip any meetings scheduled during this time. Frame this boundary by stating that if they want you in meetings instead of selling, your compensation structure must be changed to reflect a non-commission-based role.