# The Sales Manager's Model Week.

A manager with no fixed rhythm doesn't manage. They just react faster than everyone else in the room.

## The problem

- The calendar is 100% reactive, every hour goes to whichever deal is on fire, so coaching and forecasting always lose to firefighting.
- 1:1s become status updates, producing no actual skill development.
- The manager becomes a bottleneck because every deal decision routes through them.

## The model week: four blocks, budgeted before the week begins

- Coaching (30%): 1:1 skill-building tied to one specific behavior, not a status check.
- Pipeline & Forecast (25%): the weekly pipeline review and rolling forecast input, kept tight and dated.
- Deal Support (25%): intentionally budgeted time to jump into specific deals reps flag, not an all-day open door.
- Strategic & Admin (20%): territory, comp, hiring, and process work that never happens unless it's blocked in advance.

## Frequently asked questions

### What if the team is small enough that deal support really is most of the week?

Fine short-term, but that's a coverage-model conversation with the CEO, not a permanent state.

### How do you cap deal support without leaving reps stranded?

Publish specific windows reps can count on rather than an always-open door. Predictable access beats unlimited access.

### How does this relate to the Sales Leader's Operating Cadence?

The Operating Cadence is the org-wide meeting rhythm. The Model Week is how an individual manager allocates the hours around those meetings.