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Sales Team Leadership & Development Flashcards

7 cards from real CSM practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.

Read the first 7 Sales Team Leadership & Development flashcards as text

  1. Which of the following BEST describes servant leadership as applied to a sales team?

    Answer: The manager removes obstacles so the team can perform at their best

    Servant leadership centers on the leader's role in enabling team success by removing barriers and providing resources.

  2. A sales manager has a team of seven reps. To maximize development effectiveness, how often should individual one-on-ones ideally occur?

    Answer: Weekly or bi-weekly

    Weekly or bi-weekly one-on-ones allow for timely coaching, pipeline reviews, and issue resolution before problems escalate.

  3. When a sales manager sets activity-based metrics (calls, demos, proposals), the PRIMARY goal is to:

    Answer: Create leading indicators that predict future revenue outcomes

    Activity metrics are leading indicators that give managers visibility into pipeline health before results materialize.

  4. A newly promoted sales manager is tempted to keep closing deals personally to help the team hit quota. This behavior is MOST likely to cause:

    Answer: Stunted rep development and unhealthy manager dependency

    When managers habitually rescue deals, reps fail to develop closing skills and become dependent rather than self-sufficient.

  5. Which technique is MOST effective for identifying a sales rep's skill gaps versus will gaps?

    Answer: Observe call recordings and compare performance data against peer benchmarks

    Combining call observation with data analysis reveals whether a rep lacks the skill or the motivation to perform.

  6. A sales team consistently fails to prospect enough new opportunities. The manager's BEST systemic fix is to:

    Answer: Dedicate protected time blocks for prospecting and hold reps accountable to activity KPIs

    Protected prospecting blocks with clear activity KPIs create sustainable pipeline habits rather than reactive fixes.

  7. When delivering constructive feedback to a sales rep, which framework ensures the feedback is specific and actionable?

    Answer: SBI — Situation, Behavior, Impact

    The SBI (Situation, Behavior, Impact) model structures feedback around observable facts and their consequences, making it clear and actionable.