Look for recurring dependence
Notice which activities stop when you are unavailable. If pipeline review, coaching and follow-up all wait for you, the team depends on your attention as its management system. Also distinguish valuable founder involvement in strategic customer conversations from routine work that only reaches you because nobody else owns it.
Prepare the transfer
Give the new manager access to current pipeline, account context, seller responsibilities and existing commitments. Agree on decision limits and escalation rules. Introduce the manager as the person responsible for the job, rather than an extra adviser whom sellers can bypass. Retain an appropriate leadership review without continuing to run every rep conversation yourself.
Check whether ownership moved
After the handoff, ask whether meetings occur without your prompting, sellers know where to take a stalled deal and commitments have owners. Check the quality of the forecast explanation, not only whether a report arrived. If everything still comes back to you, investigate whether the problem is unclear authority, insufficient management time or a capability gap.