My sales director is completely overwhelmed by managing twenty sales reps and has no time for strategic planning, but they are hesitant to hire a sales manager as a second-in-command because they want to stay close to the team. How do I convince them to add a number two?

Question

Tyler Smith · Accepted Answer

When a director is managing twenty direct reports, they are well past their span of control. A healthy span of control is typically three to seven people. Managing twenty reps means your sales director is constantly firefighting and has zero time for strategic planning, creating a massive bottleneck for your growth.

To get them on board, use the Accountability Chart. Show them how their current seat has become too broad. They are trying to run the strategic sales function while also handling daily management.

Explain that adding a sales manager as their second-in-command is not about losing control; it is about elevating their impact. A dedicated manager will handle the daily coaching, pipeline reviews, and accountability, allowing the director to focus on strategic growth, high-level partnerships, and their quarterly Rocks.

Help them see that a business ready for a clean exit cannot rely on single points of failure. Building a deep bench of leadership talent is a requirement, not an option. By hiring a number two, they are strengthening the department and preparing the business for scale. If they still resist, you must hold them accountable to their scorecard metrics; when those metrics inevitably slip, the need for a structural change will become undeniable.