Manager workflow
Guide the team using Pipeline visibility, ownership, follow-ups, and useful CRM history.
Review operating signals
Use the Dashboard for high-level activity and opportunity signals, then open Pipeline for stage-by-stage review. Look for stale opportunities, overdue follow-ups, unclear ownership, and Deals whose value or expected timing needs attention.
Coach from evidence
Open the Lead or Deal and review its Activities, Notes, Tasks, and Timeline before asking for an update. The record should help frame a specific conversation instead of relying on memory.
Balance oversight and ownership
Sales Managers can manage tenant Leads and Deals, reassign them, manage team Work Items and CRM history, and archive Contacts and Companies. Use those powers to maintain continuity, not to obscure who is responsible.
Keep configuration with administrators
Pipeline configuration, Team membership administration, workspace reference settings, currencies, and Data Export remain Organization Admin responsibilities.
Begin with exceptions
Use Dashboard and Pipeline to identify work needing judgment: overdue follow-ups, newly assigned Leads without contact, high-value Deals without recent progress, unclear ownership, and opportunities whose expected close timing no longer looks credible. Open the underlying record before acting.
Review Pipeline with evidence
For each important Deal, ask what occurred since the last review, whether the current stage still represents reality, and what dated action will move the opportunity. A stage should not advance simply because the Deal was discussed in a meeting. Read Activities, Notes, Tasks, and Timeline context before coaching the owner.
Manage ownership deliberately
Reassignment should preserve continuity. Review active work, tell the receiving colleague what changed, and ensure the next follow-up remains owned. Do not use reassignment to hide overdue work or obscure accountability.
Learn from outcomes
Review Won Deals for patterns worth repeating and Lost Deals for consistent Lost Reasons and useful context. A Lost outcome is more valuable when the team can distinguish budget, timing, fit, competition, or lack of response without guessing.
A useful manager review
End with decisions: which opportunity needs escalation, which follow-up is overdue, which stage is inaccurate, who owns the next action, and when the team will know the result. Configuration changes belong with Organization Admins; day-to-day sales discipline belongs with the manager and owners.