Sales managers aren’t therapists but they’re being forced to act like them. As mental health disclosures rise, sales leaders must find the line between empathy and accountability. In this post, we lay out a legally sound and performance-driven playbook for coaching reps with mental health challenges without compromising expectations or risking compliance issues.

We’re in an era where go-to-market initiatives need to roll out faster than reps can adjust their talk tracks and behavior. Whether it’s a competitor collapsing, a new product release, or a market shift triggered by AI or regulation, CROs face an uncomfortable truth. If you can’t execute on change in weeks, not quarters, you’re going to miss your window.

One of the most debated questions in leadership isn’t about strategy or structure—it’s about relationships. Specifically: Can or should managers be friends with their team?

This question took center stage in our inaugural CoachEm “Closing Arguments” Sales Leadership Debate, where two respected voices—Kevin Gaither and Mark Kosoglow—tackled it head-on. The debate was lively, real, and packed with lessons for any manager leading in today’s performance-driven, people-first world.

Here’s what I took away—and why I believe most sales leaders are better off being friendly, but not friends.

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