One of the most effective ways to keep your sales team happy and productive is to become a great sales manager. But how can you do that? And how does your team really feel about you as their leader?
Our 2025 Voice of the Sales Rep survey collected insights from over 800 sales professionals to find out what makes an exceptional manager. Their feedback revealed the best sales leaders excel in four core areas: leadership, empathy, motivation and communication.
If you want to inspire your team and help them grow — both in their current role and future career — here’s what you need to know.
Leadership
“The best sales manager I ever had stood out because they combined strong leadership with genuine support. They motivated us through clear goals, consistent coaching and a positive attitude.”
–Voice of the Sales Rep respondent
A great sales manager sets the tone for the department through goal setting and strategic direction. Nearly 50% of respondents in our Voice of the Sales Manager survey emphasized that coaching and training are key aspects of the job.
Reps depend on their managers to help them succeed, not just with prospects, but also in overcoming internal challenges. However, some managers fall short.
- Nearly one in 4 reps said their managers hold long, unproductive meetings.
- 21% cited avoidance of conflict.
- 18% reported managers who ignore requests for help.
- One in 6 indicated a lack of fairness when assigning leads
The best leaders address these pain points head-on. They understand that their credibility in all they say and do greatly affects their ability to develop others to their fullest potential. They show leadership by settling disputes, answering questions quickly, modeling the kind of behavior they expect from the team clearly, and focusing on helping reps reach their goals rather than micromanaging.
Empathy
“She was empathetic as I was developing. She always had a suggestion as opposed to a just get-it-done attitude.”
–Voice of the Sales Rep respondent
The roller coaster ride of the sales profession delivers plenty of thrills. But reps also face rejection, ghosting and shifting priorities. Even top performers hit walls. And these are the moments when they need empathy from their managers.
Supportive managers offer guidance, not just directives. They understand each rep’s challenges and tailor coaching accordingly. However, there’s often a disconnect between what managers think their team needs and what reps actually struggle with.
- 37% of reps say handling objections is their top weakness.
- 35% of managers agree — but 39% believe pre-call intelligence is the bigger issue.
To close this gap, managers can use tools like the TeamTrait™ Sales Skills Assessment to identify skill gaps and customize coaching sessions.
Generational differences also play a role. For example, 25% of Gen Z reps want more coaching from their manager — a reflection of their eagerness to learn and grow in the early stages of their careers.
Motivation
“Patient, understanding, motivational — he knew when to brag about your successes during a sales meeting to make sure you got recognition from the higher-ups.”
–Voice of the Sales Rep responden
Motivation is the fuel of a successful sales team. The rising tide of rejection means that even high achievers close only about 30% of their deals. It’s no wonder that 25% of reps say their managers could do a better job motivating them. Among overachievers, that number rises to 33%.
Personalized rewards can be an effective solution to motivational problems. Managers can use psychometric assessments from TeamTrait™ to understand what drives each rep:
- Some crave financial incentives.
- Others value autonomy, creativity or professional growth.
For instance, 39% of Gen Z sales reps want more opportunities to be creative. Encourage them to bring new ideas for outreach or prospecting — this tactic fosters ownership and innovation.
The survey also revealed that 58% of reps want to learn new skills, regardless of performance level. Managers can deliver by introducing AI tools, sharing industry insights, or having reps teach their “sales superpowers” to peers.
With nearly 39% of sales professionals actively considering new jobs, providing motivation and development opportunities can significantly reduce turnover.
Communication
They were “dedicated, hardworking, with good time management and communication skills.”
–Voice of the Sales Rep respondent
Effective communication ties everything together. Yet, 22% of Gen Z reps say their managers lack clarity in assignments or expectations.
While 73% of all reps say their role in the company is clear, only 69% of lower-performing reps agree — and just 53% say they understand what managers expect of them.
This clarity gap can hinder performance. Great managers communicate frequently and in ways that resonate with each rep. They set measurable goals, reinforce accountability and ensure that each team member knows exactly how success is defined.
The Impact Great Sales Managers Have
The best sales managers balance results with relationships. They lead with purpose, coach with empathy, motivate through understanding, and communicate with clarity.
As the data shows, sales reps don’t just want direction, they want connection. They thrive under leaders who see their potential and invest in their growth.
By focusing on each rep as an individual rather than an employee, you can transform from a “manager” into a trusted mentor — the kind of leader your team will remember as the best they ever had.
