Examine the different job
A strong seller may succeed through personal relationships, exceptional instinct or a method they have never had to explain. A manager needs to help people with different strengths improve. Ask for examples of coaching, handling disagreement and following through on another person’s development. Interest in the role matters too.
Avoid two jobs with one invisible tradeoff
A player-coach arrangement can be deliberate, but clarify the selling workload and the management time. If someone keeps a full selling target while inheriting several direct reports, explain what work will change. Otherwise their own urgent deals can continually displace coaching and review.
Give the transition a fair test
Define responsibilities, authority and support before making the move. Review the quality of coaching, clarity of expectations and the team’s follow-through. Do not judge only by the new manager’s personal sales. Preserve a respectful alternative career path for excellent sellers who do not want to manage.