How to Manage Your Sales Manager

Managing your sales manager might sound backwards, but it’s a skill every top-performing seller needs. In this episode of the Sales Logic Podcast, Mark Hunter and Meridith Elliott Powell dive into the practical techniques for building a strong relationship with your sales leader—without becoming dependent or invisible.

They cover strategies for keeping your manager engaged, managing communication styles, controlling your own narrative, and handling “spreadsheet jockeys.” Whether your sales manager is hands-off or hands-on, you can (and should) manage up.

“The ultimate is when your team feels like they need to lead you, rather than you always leading the team.” —Meridith Elliott Powell

Flip the Dynamic—Lead Up

Mark and Meridith agree: the best teams flip the performance dynamic. Rather than waiting for direction, the most successful sellers treat their manager as a customer—understanding their priorities, challenges, and success metrics.

Salespeople should directly ask questions like, “What are your key priorities? What’s most important to you? How do you define success?” Clarity here prevents surprises when performance reviews arrive and builds alignment around goals and expectations.

“Salespeople, you need to ask your manager: What are your KPIs? Your objective is to help them achieve them.” —Mark Hunter

Don’t Assume, Communicate

Controlling your narrative is critical. Even when you’re hitting your numbers, keep your leader in the loop about both your wins and the challenges you’re facing. Adapt your updates to their communication style and preferred timing—some managers want details, while others just want headlines. Know the difference.

“Don’t expect them to have an agenda. You have an agenda…What are you doing well and what are you not doing well? Where do you need their help?” —Meridith Elliott Powell

Mark and Meridith stress: when sharing bad news, do it early. Let your manager know right away if a deal falls through or you’re off pace for the month. Transparency gives them time to help and keeps them from being blindsided.

“Share bad news quickly. If you’re not going to hit your goal, do not wait until the end of the month.” —Meridith Elliott Powell

Bring Solutions, Not Just Problems

Every manager loves proactive salespeople. If your boss is buried in meetings and hard to reach, ask directly for their time and come prepared with specific, actionable questions. Bring them into your process by inviting them on calls or into pipeline conversations—especially when you need their advice on a tough deal.

Importantly, don’t just bring complaints. Always share successes and progress updates. This doesn’t just keep you visible—it arms your manager with stories to share upstream.

If all else fails and your sales leader is unavailable or unhelpful, find peers or mentors elsewhere to help you sharpen your skills. Never use a lack of management attention as an excuse to stop learning and growing.

Adapt and Own the Relationship

Both Mark and Meridith recognize that it’s not just about working the numbers. Managing up means flexing your style, knowing what motivates your boss, and understanding the “why” behind their requests. Define exactly what qualifies as a good deal for your manager and what counts as a win.

Ultimately, it comes down to ownership. As Mark summarizes: take responsibility for your own growth, your own results, and your relationship with your manager. If you do that consistently, you’ve already set yourself apart.

“Extreme ownership means you have the power—because the only person you can change is you.” —Mark Hunter

Lightning Round: Top 10 Criteria for Qualifying Prospects

1. Do they have a budget?
2. What is their true need—and can you help them?
3. Do you know the decision maker?
4. Why is this issue important to them?
5. What’s the timeline, and why?
6. How likely are they to make a decision?
7. Do you have a champion inside the account?
8. Is there an incumbent you’re competing with?
9. What’s the nature of the competition and their relationship?
10. How did the lead develop (inbound or outbound)?

Before you blame your pipeline—or your boss—take ownership, get proactive, and remember: when you manage your manager, you manage your own success.