Practice Test Geeks(CSM) Certified Sales Manager Practice Test
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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. A high-performing rep consistently refuses to follow the new CRM data entry requirements. A sales manager should:

    Answer: Explain the business impact of incomplete data and enforce standards consistently for all reps

    Consistent standards build team culture and protect pipeline visibility — exceptions for top performers create entitlement and erode team norms.

  2. Which of the following is an example of a LAGGING performance indicator for a sales team?

    Answer: Closed revenue compared to quota at quarter end

    Closed revenue versus quota is a lagging indicator because it reflects past performance rather than predicting future results.

  3. When a sales manager inherits an underperforming team, what should they do FIRST before making changes?

    Answer: Conduct a listening tour — individual conversations to understand root causes

    Listening before acting allows the new manager to diagnose whether the issue is strategy, skills, tools, or morale before prescribing solutions.

  4. A sales manager wants to create a high-performance culture. Which practice is MOST critical?

    Answer: Celebrating both effort-based wins and outcomes consistently and publicly

    Recognizing both behaviors and results reinforces the right activities and fosters a culture where effort is valued alongside outcomes.

  5. Which of the following BEST describes the difference between managing and coaching a sales rep?

    Answer: Managing directs activity and holds accountability; coaching develops skills and unlocks potential

    Management ensures things get done correctly and on time; coaching builds capability through questions, reflection, and guided practice.

  6. When a sales manager must give negative performance feedback to a rep, the MOST effective approach is to:

    Answer: Be direct, specific, and focus on behavior and impact rather than personality

    Direct, behavior-focused feedback delivered promptly is more effective and respectful than diluting the message or delaying it.

  7. A mid-level rep is consistently hitting 85% of quota but plateauing. To help them break through, the sales manager should:

    Answer: Identify the specific stage in their sales process where deals stall and coach to that gap

    Pipeline stage analysis pinpoints exactly where the rep is losing deals, enabling targeted skill-building that drives improvement.