“Turning High Demand, Tight Margins, and Contractor Expectations Into Sales Leadership Success”
As LBM dealers, the sales manager is the lynchpin between operations, outside sales, and customers—especially contractors. In an industry where product availability, pricing volatility, and service speed can make or break a sale, great sales managers do far more than push paperwork or enforce quotas. They lead teams, coach reps, troubleshoot, and build relationships that help keep contractors loyal in a competitive market.
But what exactly separates a merely competent sales manager from a great one? Here’s a look at the key qualities and habits I believe help define top-performing sales managers in contractor-focused lumberyards—and how dealers can support their development.
1. They Know the Contractor’s World
I’ve found the best sales managers don’t learn contractors’ needs from spreadsheets; they understand the urgency of a job site short on materials, the implications of delays, and the frustrations of meeting deadlines.
Whether they came up through inside sales, outside sales, or even spent time as a contractor, good managers lead with empathy. They speak the contractor’s language, try to anticipate problems before they arise, and coach their team.
2. They Prioritize People Over Product
Margins are tight, and products can be sourced from anywhere. What keeps a contractor coming back is the relationship—built on trust, responsiveness, and the confidence that when something goes wrong (and it will), it gets rectified as fast as possible.
Great sales managers understand this. They invest in their team—training them not just to sell products but to solve issues. They hold regular check-ins, coach in real time, and celebrate team wins, even the quiet ones. They understand that a motivated, confident sales rep can maintain the loyalty of an account just by picking up the phone and knowing how to confidently handle whatever may come their way.
3. They Balance Accountability with Autonomy
Too many sales managers fall into one of two traps: they either micromanage every deal or disappear into admin mode and lose touch with what’s going on out in the field.
Great managers avoid both extremes. They set clear expectations and sales targets, but they give their reps room to succeed without micromanaging. They track performance but don’t hover. They provide coaching. And when someone is off-track, they intervene constructively—with questions, not accusations.
A contractor-focused sales team doesn’t need a boss constantly barking orders. They need a leader who sets the pace and clears obstacles.
4. They Know Their Numbers—but Don’t Worship Them
KPIs matter, but they’re a lagging indicator. Great managers use data as a tool—not a crutch.
They know which metrics truly reflect performance (sales, gross margin, close rates on quotes, product category mix, customer profitability) and which ones can be misleading (raw sales volume with no context). More importantly, they train their salespeople to understand the “why” behind the numbers—so that improvement becomes internal.
They also understand that not all wins show up on a spreadsheet. Rebuilding a strained relationship with a long-time contractor or earning a shot with a new custom builder matters too.
5. They Lead from the Front, Not the Back Office
In the lumberyard world, credibility is everything. Sales managers earn respect not by title, but by presence. That means things such as riding along on sales calls, building relationships with customers, helping with customer problems, troubleshooting with departments when issues arise, and coaching salespeople.
They model the behaviors they expect—responsiveness, professionalism, urgency, and adaptability. When their reps see them sweating the details and being available beyond store hours to get it right, it sets the tone for the entire sales culture.
6. They Protect the Margin—Even When It’s Hard
LBM dealers don’t win long-term by being the cheapest. They win by being reliable, responsive, and value-oriented.
Great sales managers teach their teams to quote confidently, justify value, and walk away from bad business. They push for margin discipline without discouraging creativity. They coach on how to upsell with integrity, how to frame value beyond price, and how to hold the line when contractors ask for “just a little off the top.”
They understand that margin isn’t just a number—it’s the oxygen that fuels service, support, and long-term stability.
7. They Build a Culture That Keeps Good People
Turnover is expensive—and demoralizing. The best sales managers create a culture that makes people want to stay. That means fairness, support, accountability, recognition, and a sense of shared mission.
They give new reps a ramp-up plan. They pair rookies with veterans. They create fair incentives that encourage overall teamwork. And when someone underperforms, they address it directly and constructively.
They also know how to have fun when the time is right—because in a high-pressure business like ours, humor and camaraderie can go a long way.
Final Thoughts: Invest in Your Sales Managers—and Reap the Benefits
If you’re an owner or C-suite personnel, your sales manager is one of the most important leadership roles in the company. They influence margins, customer relationships, team morale, and long-term growth.
Yet too often, they’re undertrained, overtasked, and expected to “figure it out.”
Want to protect your customer base, boost profitability, and grow your reputation in the market? Start by investing in sales and leadership training, support, and coaching that your sales manager needs to thrive. Because when your sales manager gets better, everything else does too.
Mike McDole has 40+ years of actual LBM experience, including being SVP of a large regional pro-dealer, and is the principal of Firing Line LBM Advisors. He’s also partners with Greg Brooks of the Executive Council on Construction Supply and his LMS. Mike can be reached at 774.372.1367 or Mike@FiringLineLBM.com.
