Sellers must first build their pipeline, then ensure as much accuracy as possible in the numbers they offer. Then the sales manager is responsible for communicating the combined pipelines of their team to upper management.

It’s common for sales managers to trust some of their folks’ numbers but may find others not so reliable. In other words, the problem is with those salespeople who are too optimistic, then over-promise and under-deliver.

A key component of a manager’s role is to work with their salespeople to manage and report their pipeline. Trust in your people is paramount and that happens over time.

But there is a fine line between asking questions to ensure accuracy of the pipeline and turning it into an interrogation. Tough questions may be necessary with those that have a weak pipeline and are trying to hide behind poor activity.