RedLightning

Mid-Market AE

Shifting from an IC to management/leadership position

I've seen a handful of similar posts recently about moving from SDR roles to closing roles, so I figured I'd start a similar thread for those looking to move from an IC role to a leadership role.

For those who have made that jump, can you provide some insight on that transition and help us understand things like:

What you like about the change

What you dislike

Differences in your day to day

Any mindset shifts

ETC.

Looking forward to hearing people's thoughts?

🧢 Sales Management

🚀 Career Goals

💆‍♂ Mindset

19 comments

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GreenSide

Politicker

Sales manager

Tons of differences.

1. First thing first, don’t go into management if you can’t put your ego aside - this is easier said than done. One thing most ICs don’t know is that top ICs will make more than their manager. If you can’t handle this, don’t be a manager.

2. Day to day: as an IC you can set the large majority of your schedule. As a manager, a lot of it is dictated by your reps. There’s a lot that goes into balancing the things you need to do for a business with the things they need from you. Door is always open is nice, but can become unmanageable depending on the size of your team and how much attention they require.

3. Deal focused -> rep/team focused. Can’t just focus on deals anymore. Gotta make sure you have the right team makeup. Are your individual reps motivated? Have you done internal and external recruiting in case one of them leaves or gets promoted (you’re likely still stuck with their number)? Are you networking with other departments to give yours a good shot and show your worth?

RedLightning

Politicker

Mid-Market AE

That time management aspect of being a manager is really interesting. I hadn't thought of that side of it.

Sunbunny31

Politicker

Sr Sales Executive 🐰

This is really great insight. You definitely do not have as much freedom with your schedule as you do as an IC. My manager has a lot of meetings with upper management as well that impacts her schedule (though she can always step out for a customer call).

Pachacuti

Politicker

They call me Daddy, Sales Daddy

If you move to a leadership role in your current company, be aware that it will have a significant impact on all your current coworker relationships. You will no longer be seen in the same light. I have seen people have big challenges with this.

Coming into leadership from the outside is equally as challenging but in different ways. As a leader you will never be buddy-buddy with your team. But that can be a good thing too 😉

Coastal_crusher

Politicker

Sales Director

Great points here. As much as you want to be besties with the whole team, sometimes you gotta do what’s necessary to set things in the right direction

CuriousFox

WR Officer

🦊

It's not an easy road to take.

Maximas

Tycoon

Senior Sales Executive

I second this!

TennisandSales

Politicker

Head Of Sales

when i went from a rep to a manager there was a MASSIVE mindset shift that had to happen.

not only was i responsible to closing deals (for a while) i was also responsible for hiring, and training and developing ppl.
i wasnt put in the best spot to succeed, but i still really struggled with this shift of having to deal with much more responsibility.

i didnt do a good job of motivating reps to hit metrics that lead to success, this is a pretty basic skill managers need to be good at i think haha.

now this was 6 years ago too

RedLightning

Politicker

Mid-Market AE

What would you recommend to someone making that jump? I've been playing with the idea of moving from an AE role to a BDR mgmt role

TennisandSales

Politicker

Head Of Sales

hmm well i think i would first make sure that you are 100% cool with managing ppl and not deals, being responsible for metircs that you dont 100% control (your reps do).
if you ok with both of those things thats step 1.

RedLightning

Politicker

Mid-Market AE

I've always really enjoyed coaching people and helping them improve or advance their career, so the concept is appealing. However, it was always on my own time and with people who actually wanted to improve.

Coastal_crusher

Politicker

Sales Director

Not a manager, but if you look at posts on WR you’d get a sense that many here appreciate managers who have stepped in their reps shoes.

As salespeople we go to battle with the world outside and face rejection daily so our team/leadership should be a source of inspiration, I would hate to have a manager that I didn’t feel was on my side

RedLightning

Politicker

Mid-Market AE

That's a good point and is something that my team is currently feeling. We have a manager who was a good rep and gives good feedback, but is not so great at sandwiching in positive reinforcement. Our conversations with him tend to be entirely about the negatives. It's pretty draining.

GTMLeader

Good Citizen

GTM Leader

As others have mentioned, your time is no longer yours. Your team will reach out for guidance on closing deals (sometimes in the middle of your dinner, if this is a remote role), and depending on the org, internal meetings can become a major time sucker.

Your skill set shifts from doing to coaching. Do NOT become the prince riding in on the white horse to save & close the deal. That's what the reps are paid to do. If they can't, then coach them. If you have exhausted all means of coaching and it still isn't clicking, it may be time for them to consider an alternative career path.

Not uncommon for reps to come to their leader and say "what do I do now?" Coach them to think for themselves, to offer their own possible solutions, possibly with some nudging from their leader. I question them rather than answer their questions.

The role can be fun and very rewarding. Or it can be frustrating and nerve-racking. And it can be all, at the same time.

RedLightning

Politicker

Mid-Market AE

Great insights! Thank you for sharing

buckeyenation

Acclaimed Answer

first move to make: very calmly make a hard move that is slightly (but not overly) contentious in the team's mind, but that needed to be done.
Could be new expectation set, etc. Don't be a dick, but show you have a POV and believe in things.
Then see how mgt reacts. They better have your fucking back.

buckeyenation

Acclaimed Answer

...the biggest thing I noticed: you are responsible for your team's success and how that contributes to the overall mission/goals of the company.
Hard moves have to be made. Tough conversations had. Run to them. Do not have 89 days of a great quarter, and then a terrible 90th day if you catch my drift (when numbers/expectations haven't been hit).Trust me here if no where else: the good reps will respect solid moves made on your end. If the team is successful, and rowing in one direction, people will get over themselves.

YinYang

Contributor

VP of Sales

My bread & butter as a leadership development coach for new leaders! Checkout my course where I literally share how I went from BDR to leader with my 30/60/90 plan: https://www.udemy.com/course/306090plan-leadership/
Hope this helps!

Justatitle

Big Shot

Account Executive

Don't think that I will ever get into management
1.) I don't ever want to have to fire someone
2.) I don't want to be someones boss
3.) I do not want to be responsible for 10-12 peoples numbers
Those are the main ones

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RedLightning

Shifting from an IC to management/leadership position

19 comments

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