How to Become a Sales Manager: Step-by-Step Guide

Want to move from closing deals to leading a team? Becoming a sales manager is a rewarding next step — more strategy, mentorship, and the chance to shape results at a bigger scale. In this guide I’ll walk you through the exact steps, skills, and small moves that help people make that jump.

Why become a sales manager?

Being a sales manager blends people leadership with business strategy. You get to coach reps, set targets, analyze pipelines, and influence company revenue. Many people I know say the most satisfying part is watching someone you coached hit a big milestone — it feels like your wins multiply.

Step 1: Master the fundamentals as a sales rep

Before leading others, be great at selling. Track your metrics (close rate, average deal size, quota attainment) and learn to forecast reliably. Managers trust candidates who can consistently hit and explain their numbers. If you’re not there yet, focus on:

• Understanding your product and ideal customer deeply.
• Improving negotiation and objection-handling skills.
• Documenting your process so you can teach it later.

Step 2: Build leadership skills (even informally)

You don’t need the title to start acting like a leader. Volunteer to onboard new hires, run role-plays, or lead a weekly pipeline review. These are small, visible ways to demonstrate coaching ability and organizational impact.

Soft skills that matter most:

• Clear communication — both coaching and reporting up.
• Empathy — knowing when reps need tough coaching vs. encouragement.
• Prioritization — helping the team focus on high-leverage activities.

Step 3: Learn sales operations and metrics

Great managers pair people skills with data. Learn how to read CRM dashboards, calculate conversion rates, and build a simple forecast. Even a basic understanding of pipeline math sets you apart in interviews.

For an overview of the role and common responsibilities, resources like the Bureau of Labor Statistics’ sales manager profile can be helpful.

Step 4: Get the right experience and credentials

Formal education helps but isn’t always required. Many sales managers rise from top-performing reps who demonstrate leadership. That said, consider:

• Short courses in management or leadership (online or company programs).
• Certifications or workshops on coaching and performance reviews.
• Shadowing current managers to see how they handle tough conversations.

Step 5: Network strategically

Let your manager and HR know you want to step up — internal moves are the easiest. Also, build relationships with peers in other departments (product, marketing, customer success). Those cross-functional connections make you a stronger candidate because you’ll understand how sales fits within the business.

Step 6: Apply and interview like a leader

When you interview for a manager role, your answers should show both results and how you coach. Prepare stories that follow the CAR structure (Context, Action, Result):

• Context: What was the problem?
• Action: What coaching or process did you introduce?
• Result: What measurable improvement happened?

Expect questions about handling underperformers, building pipeline, and aligning with marketing. Practice explaining a forecast or a coaching plan on a whiteboard.

Step 7: Your first 90 days as a new manager

Once you’re in, focus the first 90 days on listening and quick wins:

• Meet each rep one-on-one to understand strengths and gaps.
• Audit the pipeline and prioritize fixes that boost conversion.
• Set clear expectations and a simple coaching rhythm (weekly 1:1s, monthly training).

Managers who communicate early and often build trust faster — and trust accelerates performance.

Common pitfalls to avoid

• Trying to be friends with everyone — respect beats popularity.
• Micromanaging — hire autonomy and coach outcomes, not every activity.
• Ignoring personal development — your team watches how you grow.

Real-world example

I once coached a top rep who struggled to promote larger deals. We role-played discovery calls, then created a checklist for qualifying expansion opportunities. Within four months, her average deal size increased by 30% — and leadership noticed. Little, repeatable habits like that show you can scale success across a team.

Additional resources

To round out your management skills, read practical leadership pieces like this Harvard Business Review article. And if you’re exploring more career content, check out our careers hub for templates and interview guides.

Final tips

Becoming a sales manager is a marathon, not a sprint. Focus on consistent performance, visible leadership actions, and learning to measure and coach. If you keep improving a little every week, opportunities will follow — and when they come, you’ll be ready.

If you want, tell me where you are now (rep, account manager, SDR) and I’ll suggest a 90-day plan tailored to your role.