You may not realize it, but your personality type could be influencing your focus as a sales professional in leadership—and not always in ways that help your team hit target. We all come into sales leadership with strengths. But those strengths have blind spots. And blind spots in sales management cost money, morale, and momentum. This is what I want us to look at: your sales leadership blind spot.
A leadership blind spot is a behaviour, mindset, or habit that you’re unaware of, but which negatively affects your ability to lead effectively. It’s that thing everyone around you sees… but you don’t. It’s where your strength, when overused or misapplied, starts working against you. The key to addressing blind spots is self-awareness—without it, you’re operating in the dark. That’s why blind spots are rarely uncovered through guesswork—it’s usually feedback, whether formal or informal, or personality and behavioural assessments that bring them to light.
Now, let’s break it down with these 4 blind spots.
1. The results-oriented Sales Manager: “Just hit the target!”
If you’re naturally results-driven, you likely gravitate toward one thing: numbers. Spreadsheets are your battlefield, and every sales meeting is a war council. You track the daily sales report like a hawk. If someone doesn’t hit target, you pounce with a sharp, “Maxwell, your numbers are down for the third week in a row. Why?” Maxwell: sighs “I’ve been trying… the leads have been tough.” You (cutting in): “Try harder. This is sales, not story time.”
For you, your mantra is “Sales is a numbers game. We’re not here to be liked. Perform or quit.”
To some extent, you’re right. Sales is a game of numbers. But your danger lies in over-relying on that logic. You risk becoming that manager whose empathy tank is permanently on E. To your team, you’re less coach, more executioner. That may get you short-term results—but long-term, you’ll struggle with retention, morale, and sales people wanting to do more than bare minimum..
2. The people-oriented Sales Manager: “We’re a family!”
If you’re naturally relational, then maintaining harmony and connections comes naturally to you. You have a gift for reading the room, knowing when something is “off,” and boosting team spirit. Your team finds you approachable and motivating. Great, right?
Well, not always.
Your blind spot? You avoid tough conversations. You sugar-coat feedback. “Susan, how’s it going?” Susan: “Still waiting on that client feedback. I think they’ll buy.” You: “You’ve got this. Just keep nurturing the relationship.” Weeks pass. Still no sale.
Your team loves you—but forgets their job is to sell. Underperformance is met with long, empathetic chats about “what’s going on at home” rather than a firm reset of expectations. And slowly but surely, your sales team starts underperforming—because they can. Culture eats strategy, yes—but complacency eats culture for breakfast.
3. The detail-oriented Sales Manager: “Follow the process!”
You love systems. You document everything. You ensure call logs are filled, pipelines are updated, and reports are submitted before COB Friday. You have strong analytical tendencies.
You might say, “If everyone just followed the system, we’d succeed.”
Unfortunately, salespeople don’t run on systems. They run on adrenaline, rejection, coffee, and ego. You: “Guys, I need your call reports, CRM updates, and client profiles—by end of day.” John (under breath): “So we’re working for the system now, not the customer?”
Your hyper-focus on compliance can feel suffocating to them. They’ll comply—to get you off their back—but resent it, and not commit. You’re managing the process, but not the performance. And in sales, the two are not the same.
You end up neither building relationships, nor pushing for results. Just dotting i’s and crossing t’s while unmet targets loom large for the second quarter running.
4. The service-oriented Sales Manager: “How can i help?”
If your core motivation is service, you probably stepped into sales leadership wanting to support your team, not confront them. You’re the buffer between them and senior management. You protect them from pressure and often absorb more than you should. Noble? Yes. Effective? Not always.
Your sales leadership blind spot is mistaking being “liked” for being “respected.” You want to be seen as a good boss—so you carry baggage that’s not yours. You make excuses for poor performance. You tolerate slackers longer than you should. You know what you should do—but you don’t want to hurt feelings.
Collins: “I know I didn’t hit target, but I really tried. Please don’t write me up.” You: “I get it. Things are tough right now. Let’s just push through next month.” And this exchange becomes a monthly ritual
In the end, you hurt the whole team. Because when you carry what’s not yours, the weight doesn’t go away. It just shows up in missed targets, reduced commissions, and late-night emails from your boss asking, “What’s happening in your region?”
What to do with your sales leadership blind spot?
If you’re numbers-driven, remember people are the ones delivering those numbers. Empathy is not weakness. So, call Maxwell aside and ask, “I’ve noticed your numbers are off. But forget that for a second—how are you?” Maxwell: visibly relaxes “Honestly, it’s been rough at home.” You: “I hear you. Let’s chat through it and also find a game plan to help you bounce back.”
Let ‘Maxwell’ feel seen—then talk numbers. The results will follow.
If you’re people-driven, remember that empathy without accountability is enabling. Balance care with clarity to cover your sales leadership blind spot. So, to Susan: “You’ve done well building trust—but now it’s time to close. Let’s roleplay that next conversation right now. The client needs a decision, and so do we.” Being liked is great. Being respected and effective? Even better.
Sales leadership blind spot
If you’re process-driven, loosen the grip. What works in theory may choke results in practice. While you’re buried in process, your team checks boxes while the pipeline dries up. So, pick one driver metric. And to John, “This week, forget all reports—just book five qualified meetings. That’s the only thing I’ll ask you about.” Result? Focused energy. Forward motion. Actual sales. And yes, still ask for the call reports. Just not first.
If you’re service-driven, serve through leadership—not rescue missions. Because, if you’re too accommodating, you’ll carry the team’s guilt, excuses, and poor results like it’s your name on the PIP (Performance Improvement Program). Kindness needs boundaries. So, to Collins: “I appreciate the effort, but trying isn’t a KPI. I’m giving you this month—with a clear number. Hit it, or we have a different conversation.” That’s leadership. You don’t need to roar—you just need to be clear.
Sales leadership blind spot: Staff it
And here’s one more overlooked fix: staff your blind spot. For example, if you’re a numbers-first manager, empathy isn’t your strong suit. It’s your personal blind spot. But you notice that Jim, your team lead, is everyone’s unofficial therapist. Solution? Let him handle coaching. You stick to strategy. Together, you cover ground you can’t alone. That way you don’t try to be everything. You just make sure everything is covered.
Fixing your blind spot is a juggling act. Some days you’ll drop the ball. What matters is that you pick it up differently next time.
Because at the end of the quarter, when the dust settles and the numbers are in, you don’t get judged on your intentions—you get judged on outcomes.
Check out our short courses and other services here. If you would like to have your sales team sell more, we can help. In order for us to do so we propose a free consultation meeting or a call. If in agreement please complete the form below and we will get in touch after receiving your details, none of which will be public. Thank you.
Views – 87