Often, when I talk to managers, they tell me how much time they spend coaching. They tell me stories of meeting, weekly, with their people, doing reviews, pipeline discussions, activity discussions—-all sorts of “coaching meetings.” They say, “Dave, coaching is important and we are spending a lot of time coaching…..”

As a sales manager, it’s crucial to avoid common pitfalls that can negatively impact team performance. Here’s how to navigate ten key mistakes: Assuming Everyone Works Like You: Establish clear KPIs to guide different working styles. Hiring Based Solely on Experience: Prioritize performance over experience. Delaying Firings: Act quickly when someone isn’t performing. Failing to Identify Bad Reps: Remove toxic or unproductive reps promptly. Relying on Activity over Results: Focus on outcomes, not just activity. Allowing Low Win Rates: Coach reps, but don’t tolerate chronic underperformance.

Studies reveal a startling paradox: 82% of leaders believe they’re supporting their teams effectively, yet only 38% of employees feel genuinely supported. Moreover, this disconnect stems from what initially appears to be a positive leadership trait – what I call “the protection paradox” – the desire to protect teams from challenges. However, this well-intentioned shield ultimately becomes the very barrier that stifles growth and erodes trust. As an executive leadership coach working alongside pioneering organizations,