Top 10 Sales Manager Interview Questions (+ Insider Tips to Land the Job)

You’ve crushed your sales quotas, mentored junior reps, and now you’re ready to step into a sales manager role. But here’s the reality: interviewing for a management position is completely different from interviewing as a sales rep.

The hiring manager isn’t just evaluating whether you can close deals. They’re asking: Can you develop talent? Will you create a winning culture? Can you turn underperformers into quota crushers?

Sales manager interviews probe three critical areas: your leadership abilities, your coaching skills, and your strategic thinking. According to the U.S. Bureau of Labor Statistics, employment of sales managers is projected to grow 5% from 2024 to 2034, with about 49,000 openings projected each year. With this level of competition, you need more than generic answers.

In this article, you’ll get the top 10 sales manager interview questions hiring managers actually ask, complete with sample answers using the SOAR Method for behavioral questions. We’ll also share five insider tips from real Glassdoor reviews that reveal what sales managers wish they’d known before their interviews.

By the end of this article, you’ll walk into your sales manager interview with confidence, armed with specific examples and strategies that prove you’re ready to lead.

Understanding the Sales Manager Role

Before diving into interview questions, let’s clarify what hiring managers are really looking for in a sales manager.

A sales manager doesn’t just manage people. They drive revenue, develop talent, and create systems that help every team member succeed. Your responsibilities include recruiting and onboarding new sales reps, setting territory quotas and sales targets, coaching team members through complex deals, analyzing sales data to refine strategies, resolving customer escalations, and building a high-performance culture.

According to recent salary data, sales managers earn an average base salary between $70,000 and $135,000, with total compensation (including bonuses and commissions) typically ranging from $100,000 to $180,000.

The transition from individual contributor to manager requires a fundamental mindset shift. You’re no longer measured by your personal deals closed. Your success is now defined by your team’s collective performance.

This is why interview questions for sales managers focus heavily on leadership scenarios rather than just sales techniques. Understanding this distinction will help you frame your answers appropriately.

Top 10 Sales Manager Interview Questions and Answers

1. “Tell me about your experience as a sales manager or in a leadership role.”

What they’re really asking: Do you have relevant management experience, and can you articulate your accomplishments?

This opening question sets the tone for the entire interview. It’s your chance to establish credibility and highlight the metrics that matter most.

Sample Answer:

“I’ve been leading sales teams for the past four years, most recently managing a team of eight account executives at TechCorp. In my current role, I’m responsible for a $3.2 million territory and oversee all aspects of team development, from hiring to ongoing coaching.

Last year, my team exceeded our annual quota by 118%, and I promoted two team members into senior roles. I implemented a weekly coaching framework that increased our average deal size by 23% and reduced our sales cycle from 47 days to 34 days.

What I enjoy most about management is seeing team members achieve goals they didn’t think were possible. For example, one rep who struggled initially just closed our largest deal of the quarter after six months of targeted coaching.”

Interview Guys Tip: Quantify your impact whenever possible. Specific numbers make your accomplishments memorable and credible. Don’t just say you “improved performance”—show exactly how much and how you measured it.

When crafting your response to this question, think about your leadership style and experience and how it translates to measurable business outcomes.

2. “Describe a time when you had to coach an underperforming sales rep. What was the situation, and what did you do?”

What they’re really asking: Can you develop talent and handle difficult conversations?

This behavioral question appears in nearly every sales manager interview. Hiring managers want to see your coaching methodology and your ability to turn struggling reps around.

Sample Answer (Using SOAR Method):

Situation: “One of my team members, Sarah, had been missing quota for three consecutive quarters, closing only about 60% of her target. She’d been a solid performer previously, so I knew something had changed.”

Obstacle: “When I dug into her pipeline, I discovered she was spending too much time on low-value prospects and wasn’t qualifying leads effectively. She was also avoiding difficult conversations with decision-makers, which meant her deals were stalling in the discovery phase.”

Action: “I scheduled weekly one-on-ones focused specifically on pipeline management. We role-played qualification conversations, and I shadowed her on three customer calls to provide real-time feedback. I also paired her with our top performer for peer mentoring. Most importantly, I helped her understand that tough qualification questions actually build trust with prospects rather than pushing them away.”

Result: “Within two quarters, Sarah went from 60% to 112% of quota. She completely transformed her approach to discovery calls, and her average deal size increased by 31%. She’s now one of my most consistent performers and recently helped train our newest rep on qualification techniques.”

Interview Guys Tip: When discussing underperformers, always show that you investigated the root cause rather than immediately assuming the person wasn’t capable. Great managers diagnose before they prescribe.

This question is similar to telling about a time you led a team, but with a specific focus on development and coaching.

3. “How do you set sales goals and quotas for your team?”

What they’re really asking: Do you understand strategic planning and data-driven decision-making?

This question reveals whether you think strategically about revenue planning or just accept whatever quotas are handed down from leadership.

Sample Answer:

“I use a combination of historical data, market analysis, and individual rep capabilities. First, I analyze our previous year’s performance by quarter and look for seasonal trends. Then I consider any changes in our market, like new competitors or product launches.

I break down our annual revenue target into quarterly team goals, then assign individual quotas based on each rep’s territory potential and experience level. For example, I might assign a $200K quarterly quota to a senior rep with enterprise accounts, while a newer rep might start at $120K with a focus on mid-market.

I also build in stretch goals with incentives, because I want everyone reaching beyond their baseline. The key is making goals challenging but achievable. If they’re impossible, they demotivate the team. I learned this early in my management career when I set quotas too aggressively and watched morale tank.”

The strategic thinking you demonstrate here connects directly to broader questions about your career goals and understanding of business planning.

4. “Tell me about a time when you had to handle conflict between two team members.”

What they’re really asking: Can you manage interpersonal dynamics and maintain team cohesion?

Conflict is inevitable on any team. Your ability to navigate it professionally determines whether you can maintain a productive, collaborative environment.

Sample Answer (Using SOAR Method):

Situation: “Two of my account executives, Mike and Jennifer, both believed they owned the same major prospect. The account had come through an inbound lead, but Mike claimed he’d been nurturing a contact there for months.”

Obstacle: “Both reps had legitimate claims, tensions were high, and neither wanted to back down. If I didn’t resolve this quickly, I risked losing the deal entirely and damaging team morale. The situation was escalating with heated emails being copied to the wider team.”

Action: “I brought both reps into a private meeting and had each person explain their perspective without interruption. Then I reviewed our CRM data to see the actual history. I discovered that Mike had indeed been working an executive contact, while Jennifer had responded to the inbound lead from a different department. I proposed a solution: they’d work the deal together, split the commission 60/40 in Mike’s favor given his earlier work, and use this as a team-selling opportunity.”

Result: “Not only did they close the deal—worth $180K—but the collaborative approach actually led to a larger sale because they engaged multiple departments. They ended up respecting each other’s strengths, and we formalized a team-selling process that’s now part of our standard approach for enterprise accounts. Both reps have since collaborated on three additional deals.”

This scenario is similar to handling conflict with a coworker, but from a manager’s perspective where you’re mediating rather than being directly involved.

5. “What’s your management and coaching style?”

What they’re really asking: Will you fit with our team culture and drive results?

There’s no single “right” management style, but hiring managers want to understand your approach and whether it aligns with their organizational culture.

Sample Answer:

“I’d describe my style as supportive but data-driven. I believe in giving my team autonomy while providing the structure they need to succeed.

I schedule weekly one-on-ones with each rep where we review pipeline health, discuss deal strategy, and address any challenges they’re facing. I’m not a micromanager, but I do expect transparency. If someone’s struggling, I want to know early so we can fix it together.

I also believe in celebrating wins publicly and addressing problems privately. My coaching philosophy is to ask questions rather than give all the answers. Instead of telling a rep exactly what to do, I’ll ask, ‘What have you tried? What’s your hypothesis about why the prospect is hesitating?’ This helps them develop critical thinking skills instead of becoming dependent on me for every decision.”

Interview Guys Tip: Mention specific tools or frameworks you use, like weekly one-on-ones or pipeline reviews. This shows you have a structured approach rather than winging it.

6. “Describe a time when you had to implement a new sales process or strategy that your team resisted.”

What they’re really asking: Can you manage change and get buy-in?

Change management is one of the hardest parts of being a sales manager. This question tests whether you can drive transformation without alienating your team.

Sample Answer (Using SOAR Method):

Situation: “Our company implemented a new CRM system, and my team of seven reps was extremely resistant. They’d been using our old system for years and saw this as unnecessary extra work that would slow them down.”

Obstacle: “Data entry compliance dropped to about 40% in the first two weeks, which meant I had no pipeline visibility and couldn’t forecast accurately. The team saw the CRM as bureaucratic overhead that took time away from selling.”

Action: “Rather than mandating compliance and threatening consequences, I took a different approach. I asked my top performer to pilot the system for two weeks and share his results with the team. He discovered the new CRM actually saved him three hours per week through automated follow-ups and better contact management. I had him present his findings to the team. I also addressed their concerns by streamlining our required fields to only what was essential. Finally, I tied CRM adoption to our team bonus structure, making it clear this was non-negotiable but showing I’d listened to their feedback.”

Result: “Within a month, compliance jumped to 92%. More importantly, the team started seeing the benefits themselves. Our average sales cycle dropped by six days because reps weren’t forgetting follow-ups, and I could provide better coaching because I had visibility into their pipelines. Two reps who’d been the most resistant actually became advocates and helped train our new hires on the system.”

For more strategies on handling challenging situations, check out our guide on problem-solving interview questions.

7. “How do you motivate a sales team during a difficult period?”

What they’re really asking: Can you maintain morale and performance when things get tough?

Every sales organization faces challenging periods. Your response shows whether you’re a fair-weather manager or someone who can lead through adversity.

Sample Answer:

“Tough periods are inevitable in sales, whether it’s a market downturn, losing a major client, or a string of missed quotas. My approach has three parts: transparency, small wins, and support.

First, I’m honest about the challenges we’re facing. Sugarcoating doesn’t help anyone, and sales reps can see through it immediately. I explain what’s happening and how we’re going to tackle it together.

Second, I break larger goals into smaller, achievable milestones so the team can see progress. If we’re behind on quarterly numbers, we focus on winning this week. We celebrate every demo scheduled, every proposal sent, every positive customer interaction.

Third, I increase my coaching and support during difficult times rather than pulling back. I make sure everyone knows I’m in the trenches with them. For example, during a particularly rough quarter last year, I recognized the rep who had the most product demos scheduled, even though her close rate was lower than normal. Sometimes just acknowledging hard work can reignite motivation when results are lagging.”

Understanding what motivates you personally helps you better motivate your team through their unique drivers.

8. “Tell me about your biggest failure as a sales manager and what you learned from it.”

What they’re really asking: Are you self-aware and willing to learn from mistakes?

Every manager makes mistakes. The question isn’t whether you’ve failed, but whether you’ve learned and grown from those failures.

Sample Answer (Using SOAR Method):

Situation: “In my first year as a sales manager, I hired someone who seemed perfect on paper: strong track record, great interview, excellent references from previous employers.”

Obstacle: “Within three months, it became clear this person wasn’t a cultural fit. They were hitting numbers but creating toxicity on the team, refusing to collaborate and undermining other reps in team meetings. I delayed addressing it because the revenue was good, and I convinced myself it would get better.”

Action: “After six months, team morale had dropped significantly, and two good performers told me privately they were considering leaving because of the toxic environment. That’s when I realized I’d prioritized short-term revenue over long-term team health. I finally had the difficult conversation and mutually parted ways with the toxic rep.”

Result: “What I learned is that culture and teamwork matter as much as individual numbers, especially in management. Now I prioritize team dynamics in my hiring process and address cultural issues immediately rather than hoping they’ll resolve themselves. I’ve also implemented a 90-day check-in specifically focused on team integration, not just performance metrics. The team members who almost left stayed and are now thriving. This experience made me a better manager because it taught me to value long-term team health over short-term revenue.”

Interview Guys Tip: When discussing failures, always emphasize the lesson learned and how you’ve applied it since. The failure itself isn’t the point—your growth is.

For more examples of handling this question, see our guide on telling about a time you failed.

9. “How do you balance coaching your team with achieving your own performance targets?”

What they’re really asking: Can you manage competing priorities effectively?

This question addresses one of the biggest challenges new managers face: the transition from doing to leading.

Sample Answer:

• “This is probably the biggest challenge in moving from sales rep to manager. I block specific time on my calendar for coaching activities- usually mornings for one-on-ones and deal reviews, afternoons for strategic work and reporting.
• I’ve learned that I can’t be reactive and available every moment, or nothing strategic gets done. I also empower my team to solve problems independently before escalating to me. For example, I encourage them to consult with peer reps first on deal strategy.
• That said, I’m always available for urgent situations like a major deal at risk or a customer escalation. The key is distinguishing between urgent and important. Weekly coaching is important and gets protected time. A question about where to find a contract template can be handled via Slack.
• I’ve found that when I invest consistently in coaching, it actually reduces my workload over time because my team becomes more self-sufficient. My top performers now handle situations that would have required my involvement a year ago.”

10. “What questions do you have for me?”

What they’re really asking: Have you done your homework, and are you genuinely interested in this role?

Never say you don’t have any questions. This is your opportunity to demonstrate strategic thinking and evaluate whether the role is right for you.

Sample Questions You Should Ask:

“What does success look like in this role during the first 90 days?”

“Can you tell me about the current team’s strengths and development areas?”

“What sales methodology or framework does the team currently use?”

“How does the sales team collaborate with marketing and customer success?”

“What’s the biggest challenge facing the sales organization right now?”

“What CRM and sales enablement tools does the team use?”

“How are quotas determined, and what percentage of the team typically hits them?”

Interview Guys Tip: Your questions reveal how you think as a manager. Ask about team dynamics, systems, and challenges rather than just compensation and benefits. Save those logistical questions for the recruiter or later stages.

For a comprehensive list of strategic questions, check out our guide on questions to ask in your interview.

Interview Oracle: This Tool Predicts What Questions You’ll Be Asked In Your Interview!

Most candidates walk into interviews blind. This AI predictor analyzes job descriptions to reveal the exact behavioral and technical questions you’ll likely face – giving you the unfair advantage of knowing what’s coming.

5 Insider Tips from Sales Manager Interviews

Based on analysis of Glassdoor reviews and real interview experiences, here are five insider tips that can give you an edge.

Tip 1: Prepare for Role-Play Scenarios

Many companies ask you to conduct a mock coaching session or sales strategy review. One Glassdoor reviewer noted, “They asked me to role-play coaching a rep who just lost a major deal. Come prepared to actually demonstrate your coaching skills, not just talk about them.”

Practice coaching scenarios with a friend beforehand. Think through how you’d handle common situations like a rep missing quota, a team member requesting time off during a critical period, or someone asking for advice on a stalled deal.

Tip 2: Know Their Sales Tech Stack

Multiple reviews mentioned being asked about specific CRM platforms and sales tools. Research whether they use Salesforce, HubSpot, or another system before your interview.

If you have experience with their tools, emphasize it early in your conversation. If not, demonstrate your ability to learn new technologies quickly by sharing examples of systems you’ve mastered in previous roles.

Tip 3: Bring Your Numbers

Come armed with specific metrics from your current or previous role: quota attainment percentages, team rankings, deal sizes, sales cycle length, pipeline coverage ratios. According to Glassdoor reviews, the best candidates had a “metrics-first” approach to describing their experience.

Create a one-page summary of your key accomplishments with supporting data. You don’t need to hand it to the interviewer, but having it helps you remember specific numbers during the conversation.

Tip 4: Expect Behavioral Questions About Difficult Conversations

Nearly every review mentioned questions about firing someone, handling conflict, or delivering bad news. Practice your SOAR stories for these scenarios before your interview.

Hiring managers want to see that you can handle the uncomfortable aspects of management. Don’t avoid discussing tough situations. Instead, frame them as learning experiences that made you a stronger leader.

Tip 5: Demonstrate Strategic Thinking Beyond Day-to-Day Management

Multiple reviews emphasized that hiring managers want to see “big picture thinking.” Don’t just focus on coaching tactics. Be ready to discuss market analysis, competitive positioning, territory planning, and how you’d scale the team’s performance.

One reviewer said, “They really wanted to hear about strategy, not just how I’d run Monday morning meetings.” Think about how you’d grow the business, not just maintain it.

For more strategies on acing your interview, explore our comprehensive job interview tips and hacks.

Common Mistakes to Avoid

Even experienced sales professionals make critical errors in sales manager interviews. Here are the most common pitfalls.

Focusing Too Much on Your Individual Sales Success

Yes, your track record as a rep matters, but this interview is about your ability to develop others. Balance your individual accomplishments with team development stories. For every personal achievement you mention, pair it with an example of how you helped someone else succeed.

Not Having Specific Examples Ready

Vague answers like “I’m a good coach” won’t cut it. Prepare at least five SOAR stories that demonstrate leadership, coaching, conflict resolution, strategic thinking, and change management. Write them down and practice delivering them naturally.

Badmouthing Former Team Members

When discussing underperformers or conflicts, maintain professionalism. Focus on the situation and your actions, not personal criticisms. Saying “I had a lazy rep who never did the work” makes you look unprofessional. Instead, frame it as “I had a team member struggling with time management who needed additional structure.”

Failing to Ask About Their Sales Process

If you don’t ask questions about their methodology, tools, and challenges, you signal that you’re not thinking critically about fit. Show genuine curiosity about how they operate and where you could add value.

Appearing Inflexible About Management Style

While you should have a clear management philosophy, don’t suggest you’re unwilling to adapt. Different teams need different approaches. Show that you can adjust your style based on individual needs while maintaining core principles.

How to Prepare for Your Sales Manager Interview

Preparation separates good candidates from great ones. Follow this checklist to maximize your chances of success.

Review Your Management Metrics

Compile data on team performance, individual rep development, quota attainment, and any process improvements you’ve implemented. Create a simple spreadsheet with your key achievements and supporting numbers. This becomes your reference guide for the interview.

Prepare 5-7 SOAR Stories

Focus on coaching scenarios, conflict resolution, change management, hiring decisions, performance turnarounds, and strategic initiatives. Write out each story using the SOAR framework, then practice delivering them conversationally rather than reading them.

Research the Company’s Sales Approach

Review their website, read Glassdoor reviews from sales reps, and check LinkedIn for insights on their team structure and leadership. Look for recent news about the company, product launches, or market challenges. According to Harvard Business Review research on sales management, understanding organizational context dramatically improves interview performance.

Practice Role-Play Scenarios

Have a friend or mentor pose as an underperforming rep or ask you to explain a sales concept. Practice thinking on your feet. Record yourself if possible and watch for verbal tics, filler words, or unclear explanations.

Review Your Leadership Philosophy

Be ready to articulate not just what you do, but why you do it. What’s your core belief about developing sales talent? How do you define success as a manager? What kind of culture do you want to create?

For a comprehensive preparation strategy, see our guide on how to prepare for a job interview.

What Happens After the Sales Manager Interview

After your interview, send a thoughtful thank-you email within 24 hours. Reference specific parts of your conversation and reiterate your interest in the role. Mention something memorable from the discussion to help them remember you among multiple candidates.

The typical sales manager hiring process includes:

Initial phone screen with HR (30 minutes) where they verify your background and basic qualifications.

First-round interview with hiring manager (60 minutes) covering the questions we discussed in this article.

Panel interview or meeting with team members (60-90 minutes) where you’ll meet potential direct reports and demonstrate your leadership style.

Final interview with senior leadership (45-60 minutes) focused on strategic thinking and cultural fit.

Reference checks and offer negotiation.

Be prepared for the process to take 2-4 weeks from first contact to offer. Stay patient but engaged. Follow up weekly if you haven’t heard back, showing continued interest without becoming pushy.

Final Thoughts

Landing a sales manager role requires more than a strong sales record. You need to demonstrate leadership, coaching ability, and strategic thinking through specific examples and measurable results.

The most successful candidates use the SOAR Method to structure behavioral responses, come prepared with detailed metrics, and ask thoughtful questions that show strategic thinking. They also research the company’s sales methodology, prepare for role-play scenarios, and demonstrate they understand the difference between selling and leading sellers.

Your track record opened the door to this interview. Now your preparation, storytelling, and leadership mindset will determine whether you get the offer.

Take the time to prepare thoroughly, practice your SOAR stories out loud, and walk into that interview room ready to prove you’re not just a great salesperson. You’re a great leader of salespeople.

Good luck!

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