The most important skill for sales leaders that nobody talks about

The most important skill for sales leaders that nobody talks about? How to manage up as a first line leader vs individual contributor (IC).  

As an IC, your relationship with your manager is straightforward. 

Your first-line leader has the bandwidth to give you detailed feedback, coach you through obstacles, and focus on your day-to-day development. 

This is possible because they only have 5-6 direct reports. 

But as you move into a first-line leadership role, that dynamic changes—dramatically.

Now, you're managing a team, but your leader is “second line”, managing multiple managers. 

Second line leaders can have upwards of 50 people and their bandwidth is stretched across a larger scope. They simply can't provide the same level of attention to their direct reports.

The close, daily coaching and feedback you once enjoyed as an IC shifts to more high-level, strategic conversations. 

How to Maximize the Support You Get as a First-Line Leader:

This shift can feel challenging, but it also opens the door to new opportunities for growth. Here’s what you can do to get the most from your leader:

1. Bring Strategic Challenges, Not Tactical Issues
   Focus on getting help with bigger, strategic decisions, not your day to day. When you meet with them, bring high-impact challenges—like team structure, scaling processes, or talent development. 
2. Prepare Before Every Interaction
   With less face time, prepare for every meeting with a clear agenda and desired outcomes. You will appear more polished and gain more value from the time with your leader.
3. Ask for Mentorship, Not Management
   Your leader isn't there to manage your daily work; they are there to mentor you in leadership.You were hired to manage the day to day operations of your business.
4. Create Autonomy, But Know When to Escalate
   Balance autonomy with knowing when to escalate issues. Work to solve smaller problems within your team. Escalate bigger issues with recommended solutions, not just problems.
5. Leverage Peer Support
   Build relationships with your peers and other leaders to gain insights and share solutions. Often, the support you need may not always come from directly above but from your horizontal network.

The shift from being an IC to a first-line leader requires you to take ownership of your growth and relationship with your leader. 

The key is to view your leader as a resource for bigger-picture support, rather than day-to-day guidance.