A Sales Managers job is NOT to sell, but rather it is to develop salespeople which in turn improves your bottom line.

As Stephen says, I know I can sell, and I like to think I’m good at it, but when I say to many business leaders that the sales manager should not be selling, I get the same look, go on…how does that work? Simple, I can only make so many calls per day, be in so many meetings and complete so many deals. But if I took a sales team of 5 and taught them everything I know about selling, I train them, I have them practise, roleplay difficult questions, I mentor them after the sales calls and meetings. Overtime I create 3 sales A” players, 1 sales B” player and 1 sales C”, as a sales professional I will never be able to compete with 3 of me.

It is the sales managers role to look after the three A” players in every way because if they don’t there is normally only one place they will go and that is to your competitor. The B” player a consistent hard-worker needs a lot of the managers time to see if over an extended period they can achieve excellence. The C” person should never have been in your organisation in the first place, chances are if you ask them, they have no emotional connection with the vision of the company or the offering they are selling. It is better to let them go, they could be great elsewhere, but your business is just not right for them. Then I tell business leaders to go out and get another A” player and repeat what we did with the other five.


To achieve this level of success a sales managers role is full-time in training and coaching their team.



Deliver emotional empathy for prospects, clients, colleagues and most importantly you


Help your sales team realise their true potential by providing training and coaching


Provide your sales team with the system and processes to deliver above-market growth

Historically sales and marketing have butted heads on what each other is delivering, mixed with the operations department can easily cause toxic interactions. If unchecked battle lines are quickly established and the blame culture seeps into the business. It’s not only across departments but regional sales offices competing for central resources all create a “them and us”.

Does your organisation have a culture by design or by default? A company’s culture can have a powerful impact on its performance. Culture is the glue that binds an organisation together and it’s the hardest thing for rivals to replicate. Having a distinctive identity where employees have a sense of meaning, knowing that they are part of the overall vision and have emotional empathy will drive that employee to go above and beyond what any remuneration package could ever seek to offer.

At Bathurst we don’t just leave the culture to sort itself out, neither do we promote happy clappers, we want your team to believe that what they are doing is making a change in their customer's lives while they strive to be their best.



We want to help you understand how we think at Bathurst, salespeople with titles manager, but don’t manage other salespeople are not managers. They know that you know it and we all know it, so why do we continue with the charade? Review most job openings and 1 or 2 in 100 will correctly define what a sales manager is, the rest will all be seeking for the manager to handle so many accounts and grow the revenue.

A successful sales managers responsibility is to Hire, Coach, Business Acumen, Performance Management and Leadership qualities. A Sales Manager is the key driver of success in a sales organisation. I would rather have a great sales manger and five mediocre sales reps than a mediocre sales manager and five brilliant salespeople.

We want to give you the best system and processes to grow your sales team starting with the sales manager as the cheerleader of the team.



One of the main reasons Bathurst International was started was that Stephen McComb wanted to help the sales industry sell better. Top performing salespeople normally call on fewer prospects and customers but have larger sales revenue each year than colleagues. Speaking from experience Stephen says, if on the manufacturing side of a business a new process was discovered to improve efficiency it would be implemented, likewise if a machine becomes inefficient it will be replaced. One of the first questions Stephen will ask business leaders of the organisation is, is every salesperson replicating everything that the top-performing salespeople do?

Have they been trained to find, qualify, speak, question, close, retain and ask for referrals exactly like the top sales performers? Sadly many small to mid-size companies don’t train their sales team in that very way which is just one of the many reasons why Bathurst can help your sales team sell better.



Build emotional engagement, develop individuals, foster culture, deliver above market results


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