How to Coach a Sales Team Without Becoming a Micromanager
Coaching does not mean Control
One of the most common challenges I see in new sales leaders — especially those promoted from within — is how to coach without controlling.
They want to help their team succeed, of course. But instead of creating clarity and confidence, they end up stuck in Slack asking for updates, hovering in calls, and “just checking in” on every deal.
Micromanagement kills performance faster than most realise. But so does under-supporting.
So how do you strike the balance?
Great coaching starts with great boundaries
Let’s break this down:
Coaching is proactive. You’re teaching skills and frameworks that your team can apply in future scenarios.
Micromanaging is reactive. You’re jumping into deals late to patch holes or “save” the quarter.
In short, if you’re always fixing — not coaching — your team never levels up.
Here’s how to build a healthy coaching rhythm:
Use frameworks, not gut feel.
Whether it’s MEDDIC, SPIN, or a simple checklist, firstly adapt it to your buyer, then give reps structure so feedback is objective and repeatable.Schedule regular 1:1s with clear agendas.
These shouldn’t just be pipeline reviews. They should be skill reviews. Strategic discussions. Actual professional and personal development.Create psychological safety.
If your reps feel like they’re being judged every time they ask a question, they’ll stop asking. If they feel like you’re watching, they’ll stop telling you. That’s when shadow pipelines and guessing games begin.
Trust is the ROI of coaching
Your job as a leader isn’t to close every deal. It’s to build a team that doesn’t need you in the room.
When I coach sales managers, we work on communication style, coaching cadence, and how to give feedback that lands. The goal is simple: a team that owns their number with pride — not one that relies on constant oversight.
If you’re stuck in micromanage mode, I get it - But you need to get out of it, quickly. Your team, and your revenue target, will thank you.
