When back in 2008, I was appointed first-line Sales Manager, coming from the role of Sales engineer, for sure I was not prepared for the job in hand, although I thought that I was.  Nearly sixteen years later, I can say that without a doubt, this is one of the most challenging jobs in the world.  This role requires individuals to balance various responsibilities, manage a team of sales representatives, and consistently meet or exceed sales targets.  Therefore, the difficulties arise from the combination of high-pressure demands, extensive knowledge and skills required, and the need for effective leadership and communication.

In essence, a first-line Sales manager “wears three hats”, as he/she is People Manager, Customer/Market Manager and Business Manager at the same time.  As People Manager, one of the main challenges faced is motivating and managing a usually diverse team of salespeople. Each salesperson has different strengths, weaknesses, and personal motivations, making it crucial for managers to understand how to engage and inspire everyone. This requires the ability to provide constructive feedback, coach, develop and empower team members, resolve conflicts, and create a positive and productive work environment.

As Customer/Market Manager, one must constantly strive to maintain relationships with customers without disempowering their sales representatives and stay updated with trends and changes in the market and industry. This mainly involves communicating and frequently visiting clients and also acively listen to their complaints when things do not go as planned and the customers feel that they need to escalate.  Moreover, the first-line Sales Managers must collect and analyse data, identify sales opportunities, and adjust strategies accordingly. Undoubtedly, it can be overwhelming to keep up with the usual fast-paced nature of sales, especially when unforeseen challenges arise, such as changes in competition, macro-economic fluctuations, or shifts in buyers’ behaviour.

As Business Managers, first-line Sales Managers have the pressure to achieve sales targets and meet company expectations. They are responsible for setting goals for their team and ensuring they are met, through closely monitoring performance metrics, identifying areas for improvement, and implementing strategies to drive sales growth.  Furthermore, they often act as a bridge or, as some say, as a “sandwich” between the first line and upper management, which means that they must effectively communicate the needs, challenges, and successes of their team to executives, while also conveying strategic directives, policies and goals from management to the sales representatives. This requires strong interpersonal and communication skills to manage expectations and strike a balance between the needs of the team and the objectives of the organisation.

Most probably, people are promoted to first-line Sales Managers, because they excelled in their role as Sales representatives.  Yet, what actually assisted them to earn this promotion, may not be enough or relevant to help them succeed in their new role, as a complete change of mindset and acquisition of new skills is required. From managing accounts or new business opportunities, now they must manage people, be the intermediates between the higher hierarchical levels and the “trenches” and stay up to date with trends and changes in the market.

From the above, one can understand that great care must be taken from organisations in "equipping" first-line Sales Managers, upon or even prior to their appointment.  Companies should invest in structuring trainings that will help these individuals to make easier the switch from their current sales role into their new and highly challenging one.  To my point of view, training should also be accompanied with mentorship schemes, where mentors are people with a successful tracking record in this role, who could act as catalysts for their mentees to understand better and faster what this position is all about.

In conclusion, in my eyes and from personal experience, the role of a first-line Sales Manager is one of the most difficult jobs in the world. It requires a unique and distinctive combination of leadership, analytical skills, communication abilities, and a passion for Sales.  Although challenging, this role also offers significant rewards, such as the satisfaction of nurturing a successful team, achieving sales objectives, and contributing to the growth and profitability of an organisation.