In the world of sports, some successful coaches have never played the game at a high level. Similarly, in sales, many managers started as sales reps and were promoted (Type 1 sales managers), while others took a different path (Type 2 sales managers). But how do these individuals, who weren’t sales reps, get chosen to lead a sales team?

Company Motivation

Organizations may consider a Type 2 sales manager when there are no obvious internal candidates ready for promotion. This situation arises when current sales reps aren’t seeking advancement, or when there’s no clear successor for an exiting manager. In such cases, companies might look for internal candidates with industry knowledge or external candidates with management experience.
An internal candidate might struggle if they underestimate the complexity of the sales manager role. Success depends on strong leadership skills, a supportive team, and executive guidance through the learning curve. Conversely, an outsider with no sales experience may bring valuable management maturity but must be willing to learn sales-specific skills like forecasting and recruiting.

Applicant Motivation

Why would someone outside direct sales pursue a sales management role?

1. Financial Incentives: Sales managers can earn well, especially with a high-performing team. However, those new to the role might experience financial pressure while improving team performance.
2. Desire for Leadership: True leadership differs from mere authority. If the motivation is power, it’s important to reflect on the underlying reasons. Servant leaders, who prioritize their team’s needs, tend to achieve higher success rates.
3. Leadership Style: Successful Type 1 and Type 2 managers often exhibit servant leadership qualities, focusing on team goals rather than personal achievements. This approach fosters team collaboration and goal alignment.

Success

For both Type 1 and Type 2 managers, HR and upper management should review the candidate’s motivation and success plan. Candidates who prioritize personal gain may not be suitable. Behavioral interviews can reveal whether a candidate is likely to blame others for failures or lead the team effectively. A strong candidate will have a plan to maximize the current team’s potential and recruit top talent.
If the team needs more management, don’t hesitate to consider candidates from outside the sales field. However, provide them with guidance on key sales management skills.

Outcomes

When interviewing sales manager candidates, focus on essential skills: leadership style, recruitment strategies, and coaching methods. Tailor questions to identify candidates whose strengths align with your organization’s success criteria. For all sales manager candidates, make sure your behavioral interview questions focus on the primary targets for this position. How do they lead? How do they recruit? How do they entice top sales talent to move to them? How will they coach their sales reps? If your questions are set to focus on what succeeds at your organization, then good answers will put your best candidates at the top.