Note: This article is based on a lightly edited transcript of a video conversation. The language has been kept conversational to preserve the speaker’s original tone and flow.
In today’s economic climate, the sales environment is incredibly demanding, and the pressure to perform is higher than ever.
The truth is that pressure has always existed in sales. Market conditions, competitive threats, and shifting priorities are constants in our work. The context may change, AI, economic uncertainty, but the underlying challenge of adapting and performing under pressure remains.
That’s why managing expectations is one of the most important skills for a sales manager.
In challenging times like these, sales management skills become even more important. Sales performance generally either peaks or drops. The peak session feels fantastic, and we probably don’t pay as much attention. We let go of the reins slightly.
But during a trough, when things are more difficult, we have to dot the i’s and cross the t’s more carefully. It becomes even more important to manage expectations effectively. And the reason it matters is that there’s greater scrutiny on everything we do. There are more eyes on the sales organisation.
For sales managers, managing expectations is a fundamental part of the role, and it helps drive better results.
Key Elements of Managing Expectations in Sales
With that context, managing expectations means ensuring that every single conversation you have is focused on the right objectives and that the desired outcomes are clearly understood.
Whether you’re having internal conversations with team members or other departments—about performance, behaviours, or processes—it’s critical that expectations are crystal clear in terms of both objectives and outcomes.
Similarly, if you’re having conversations with external partners, clients, or suppliers, it’s equally important to manage those expectations. Especially, managing client expectations is about defining the objectives and outcomes.
Objectives must be identified, and the outcomes you’re aiming for should be discussed and documented.
The most important thing, regardless of whether it’s an internal or external conversation, is that the criteria for success are set. Everyone should know what the expectation is, what their role is, what the objective is, and what specific actions they need to take to help achieve those goals.
For example, if you’re in a group discussion and someone says, “We need to review our marketing plan and ensure we follow this new sales process,” that’s a generic statement. There must be accountability. Someone needs to take ownership of that activity, whether it’s from marketing or sales.
It cannot be a vague statement with no one responsible. Everyone might think it’s being handled, but if no one owns it, it won’t get done.
This is about setting clear, critical criteria that someone takes ownership of, takes control of, and is responsible for executing, putting in the effort to ensure the desired outcomes are achieved.
And the key to all of this is getting mutual agreement on objectives and outcomes.
Challenges for Sales Managers
Now, it might sound trivial in principle, but the reality is that sales managers are operating in a pressure-cooker environment.
Sales management is one of the two most challenging roles in sales, the other being cold prospecting. Those two roles are, for me, the most difficult in this field.
From a manager’s perspective, you’re under pressure from above—senior sales leaders and business executives expecting results, especially when things aren’t going well.
At the same time, your team may be struggling and asking for more support. Other departments are requesting your time and your team’s input. They want feedback, collaboration, and customer-facing engagement. They’re constantly vying for attention.
On top of that, clients might be dissatisfied, and they, too, are demanding your time. All of this creates a perfect storm for sales managers.
That’s why managing expectations is so important. Your expectations must be clear, realistic, and well-communicated—everyone needs to understand the objectives and outcomes.
And this applies to every conversation you have. Managing expectations isn’t just about your team or clients—it also means managing upward. You need to say what needs to be said, even when it’s uncomfortable.
Sometimes you have to ask tough questions to clarify expectations, especially when a senior leader gives vague direction. If it’s not clear, it’s your responsibility to ask:
- What is the objective?
- What’s the measurable outcome?
- What needs to be delivered?
- By when?
- Who needs to be involved?
If those things aren’t discussed, it becomes subjective. Misunderstandings happen. Expectations go unmet.
You might assume one thing, while your leader expects something else entirely. So you must ensure assumptions are cleared up. Know exactly what’s expected of you—and make sure others know exactly what you expect from them.
Be clear about what needs to be done, by when, why, and how success will be measured. These things are critical.
It may sound simple, but in the heat of the moment, it’s not always easy. The pressure is real, and it takes a toll.
That’s why it’s so important to recognise when you’re under pressure and need support. In uncertain times, don’t shut down—share more. Overcommunicate.
If you don’t manage expectations, imposter syndrome can creep in. You start doubting yourself, fearing conversations, avoiding decisions—and that’s damaging to both you and your team.
You might think you need to have all the answers, but you don’t.
Find someone to talk to—your line manager, a peer, a mentor. Have regular check-ins. Talking things through helps you process the pressure. If you keep it all in your head, it builds up until you can’t think clearly.
Everything you’re feeling is normal. But the key is to talk about it. And finally, in new or high-pressure situations, it’s natural not to know what to say or do. That can lead to avoidance and procrastination, which only hurts your performance and your team.
Effective Communication Strategies
The solution to all of this is quite simple—and that’s communication. I know it sounds trivial, and the natural inclination is to either slam on the brakes or accelerate through everything. But what you need to do is find the balance in the middle.
And the only way to do that is through clear communication—by defining objectives and understanding what success looks like. If you don’t know what that is, talk about it. Ask, “What does success look like in a week? In a month? In three months?”
The key is to check in constantly. You don’t just set an objective today and wait a month to follow up on it. You need regular check-ins.
Something I used to do in tough situations was talk to the team daily. Ask simple things like: “How’s the mood? What’s working? What’s not?” Because it’s not just about setting the goal and letting people run with it—it’s about staying engaged.
I’d rather know upfront if something isn’t working. I’d rather address it there and then. What you don’t want is to assume everything is fine, only to find out a month later that the results haven’t been delivered. And then ask, “Why didn’t you come to me?”
That blames them, when really, it’s also your responsibility. As a sales manager, you need to take accountability. You can’t assume your team knows how to handle every situation, especially if they’re newer or less experienced. You’ve been through this before. They haven’t.
You’ve got to align your expectations with theirs, and regularly check in—not just on performance, but on emotions and energy levels too. If something needs to be reset, you do it then, not after the deadline.
One really important point: the mistake many sales managers make is thinking they need to have all the answers.
Let me be clear: that is not your job.
You’re never going to know everything. Most of the time, you’ll be directionally correct, but you won’t have it all figured out—and that’s okay.
When your team member comes to you with a challenge, it’s about understanding, showing empathy, and asking, “What have you tried so far?”
If you don’t know the answer, that’s fine. What matters is how you think through it together. Your team is looking for your logic, your way of approaching the issue, not a ready-made solution.
Don’t throw out suggestions just to fill the silence. Walk the path with them. Say, “Let’s think this through. What might happen if we try A or B?”
That’s coaching. That’s leadership. That is one of the most important things for sales management training. Your role is to validate, support, and guide—not to be the answer machine.
If your team sees you as someone who always has the answer, they’ll become dependent, and you won’t be developing them.
Here’s a strategy I used: when facing a big decision, especially in tough environments, I would go to the person on the team who was the complete opposite of me.
Why? Because I didn’t want to get stuck in my echo chamber. I already knew how I viewed the problem, but I needed someone with a different perspective.
By sharing my idea with them, I’d get feedback I hadn’t considered. It opened my eyes and helped me see how others might perceive the message. It also helped me adjust my communication so that all angles were covered.
Is it tough to hear, “You haven’t thought about this or that”? Of course. But what’s worse? Hearing it one-on-one from a teammate, or being caught off guard by the whole team in a meeting?
So, as a manager, don’t fall into the trap of thinking you must know it all. That’s not your job. Your job is to guide the team, coach them, and take them on the journey with you.
Set a clear vision and direction. Your team will have questions—you need to be prepared to answer them. That means thinking things through, planning, and stress-testing your ideas with others before you roll them out.
Don’t change direction every day. Be thoughtful about what you’re doing, why you’re doing it, and who needs to be involved.
And finally, remember: just like you’re on a journey, your team is too. If you give them all the answers, you’re not adding value.
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Handling Team Dynamics
In sales management training courses, one key theme is always emphasised: while you need to push your team to perform, you can’t manage everyone the same way. Every personality is different, which is why training for sales managers stresses the importance of tailored leadership.
Managing expectations effectively starts with truly understanding the individuals on your team. Some need encouragement, others need a challenge, and a few may just need quiet support. Great salesman training courses teach you how to recognise these differences quickly and act on them.
That said, one of the most common challenges we cover in sales managers training is accountability. Many salespeople look for the path of least resistance—and that often means trying to pass their problems up the chain. This is where the “monkey” metaphor comes in.
Passing the monkey is when someone hands you their responsibility: “Here you go, boss—it’s your problem now.” But if you want to lead effectively—especially in B2B sales training environments—you can’t accept the monkey.
Your role as a manager is not to solve every issue but to empower your team to find their solutions. A great approach (and one taught in the best sales training courses) is to say, “Thanks for sharing. What have you already tried? What do you suggest we do next?”
You’ll find this technique promoted across many top sales training academies. That’s because successful leadership depends on aligning expectations to individual mindsets and behaviours, not taking on everyone’s burdens.
But managing expectations isn’t just tactical, it’s deeply personal. That’s why the top sales academy programs emphasise three softer, but critical, elements:
1. Know Your Values
Under pressure, your values act as your internal compass. Good sales management training courses help you identify these values and use them to guide decisions.
For example, if honesty is a non-negotiable for you—as it is for many sales leaders—then you’ll quickly recognise when team members are withholding information. And if you don’t set the expectation for transparency, you’ll never be able to support your team properly.
2. Recognise Your Unconscious Bias
Self-awareness is crucial to becoming a sales manager who leads with integrity.
Your biases—if unchecked—will affect how you manage, coach, and evaluate performance. In sales managers training, we often refer to the bell curve: most operate in the middle, but it’s worth listening to views from the outer edges too. It widens your perspective and deepens your judgement.
3. Seek Different Perspectives
If you’re facing a challenge, don’t just speak with your sales team. Talk to people from marketing, finance, HR, and operations.
The best insights sometimes come from outside your bubble. This approach is promoted in every advanced salesman training course because it sharpens your narrative and gives you tools to lead with clarity.
Ultimately, sales training academy programs reinforce one core idea: managing expectations is a continuous process. Set crystal-clear objectives, create regular check-ins, and define success metrics.
And most importantly—communicate. Don’t leave things unsaid. If you’re unsure, ask. Just as you’d clarify with a client, do the same with your internal team.
The most effective training for sales managers doesn’t just teach strategy. It prepares you to have better conversations, build stronger teams, and drive meaningful results.
Key Takeaways
1. Clear and consistent communication—always. Have absolute clarity. Don’t make assumptions. Make sure you validate any expectations—whether they’re yours or your team members’. Set clear objectives.
2. You don’t need to have all the answers. But you do need to guide your team—either by showing them what to do or pointing them to where they can find the answers. That’s crucial.
3. Be proactive in managing expectations. Don’t leave things to chance. Don’t assume someone has understood—ask.
Ask them to explain what they’ve taken away, what they believe the expectation is, and what the objective is.
Join our weekly live masterclasses, part of LSOS Academy’s sales training for sales managers, to get practical tools for:
– Navigating conflict with emotional intelligence
– Communicating during peak stress periods
– Managing expectations without micromanaging
