Just Because You’re Great at Sales Doesn’t Mean You Should Be the Manager

Описание: I see this mistake over and over again. A company takes its top sales performer and promotes them into a management role, assuming excellence in sales automatically translates into excellence in leadership. It feels logical, but in practice, it breaks teams, creates frustration, and quietly damages performance across the organization. In this video, I break down why sales and management are entirely different skill sets. Being great at closing deals is not the same as being able to lead people, coach performance, set expectations, and hold others accountable. This applies in sales teams, skilled trades, and service businesses alike, including home inspection companies and contractor-led organizations. If you are thinking about promotions, compensation bumps, or leadership paths inside your business, this conversation matters. I also share a smarter way to structure growth opportunities that tie responsibility and accountability to performance instead of titles. If this resonates, I invite you to think more critically about who you elevate and why.
Key Topics Covered:
Why top performers often fail as managers
The difference between sales skill and leadership skill
Common promotion mistakes in small businesses and trades
Tying compensation and responsibility to proven performance

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