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The Pitfalls of Promoting a Sales Star to Sales Manager

by Lee Kowarski

I received a question through Ignites' "YourQ&A" about the typical career path of a national sales manager and have cross-posted my response below.

The typical career path that results in a promotion to national sales manager tends to be fairly straightforward. A superstar internal wholesaler will initially move into the field as an external wholesaler. After success on the road, the sales professional is then promoted to divisional sales manager. On many occasions this executive is tapped to be a national sales manager, often at another firm.

While this progression is logical and may often be appropriate, the problem that many firms encounter is that the most effective wholesalers are not always the most effective managers. Being promoted to divisional sales manager (and ultimately to national sales manager) is typically a reward for years of positive results. Sales success, however, does not mean that the individual is prepared for, or even interested in, being a manager.

The increased pay and (slightly) reduced travel that comes along with a promotion is welcomed, but the managerial responsibilities are often not. Compounding this problem is the fact that most firms fail to provide adequate training for those managerial responsibilities, such as coaching, recruiting and career development.

Many divisional and national sales managers, therefore, end up spending a disproportionate amount of their time doing what they know and love (selling) as opposed to managing. For example, the average divisional sales manager, according to kasina's research, spends 44% of his or her time meeting with advisors and branch personnel.

That said, the external wholesaling ranks are fertile grounds to find the next divisional sales manager (and ultimately the next national sales manager). However, firms must look to identify those individuals that will be effective managers, not simply those that consistently have brought in the most sales. And once a new divisional or national sales manager is brought on board, it is critical to provide management training and support. Without such resources, the firm faces the risk of simply losing an effective wholesaler without gaining a productive manager.