Grocery TV Leadership & Management

Tell us about your journey into sales management. What specific roles, networking opportunities or projects helped you get to where you are in your career today?

Throughout my career as an individual contributor, I consistently made an effort to mentor younger employees — whether they were part of our support teams or junior sellers. I loved helping them problem-solve, navigate challenging client situations and strategize for their business. I did this both informally and through structured mentorship programs within the company. Beyond building meaningful connections, I found that mentoring and teaching others also made me stronger in my own role, sharpening my skills and deepening my understanding of the business.

What advice, skills or best practices do you find most valuable in sales? How do those skills translate into sales management?

I’m a huge believer in the concept of “control what you can control” and it’s one of the core values I instill in my team. The concept is simple: there is so much within the sales process that is out of your hands. If you’re having a tough quarter, or things aren’t breaking your way, it is critical to focus on what *is* within your control. Make a plan, engage with your clients, secure conversations with decision-makers, refine your pitch, know your clients’ businesses, etc. You have better chances of securing critical meetings, building your pipeline, closing deals and ultimately hitting your goals IF you do the things that are fully within your command at max effort. 

These principles apply just as much to management, though the levers are different. As a leader, what’s within your control could mean ensuring that your sellers have the tools, knowledge, and time to sell effectively, removing roadblocks, empowering and motivating your team, and setting clear expectations beyond just revenue goals. 

What is your top advice for sales professionals interested in breaking into sales management?

I have SO much advice, and could probably write a thesis on this topic, but here are my top three. 

Do it for the right reasons: It’s not just the natural “next step” because you’re a rockstar individual contributor. Great sales leaders are those who genuinely find fulfillment in helping others succeed. If the idea of watching your team close big deals excites you as much as (or more than) closing your own, you’re on the right track. 

Develop your coaching skills: Get involved in mentorship programs within your company or industry organizations, or simply offer to be a sounding board for junior teammates. Strong sales managers excel at guiding and developing others, and the sooner you start honing that skill, the better.

Build your leadership presence: Take ownership of strategic projects beyond your day-to-day responsibilities, volunteer to run team meetings, or raise your hand to speak at companywide gatherings. Visibility is key to breaking into sales management — it doesn’t just come to you. You have to actively seek out those opportunities and be confident to own the moment.