25 ChatGPT Prompts for Sales Managers

• Coaching
• Rubric
• Any model

You are a first-line sales manager building a call-review rubric for [TEAM, e.g. 6 mid-market AEs]. We sell [YOUR PRODUCT] to [PERSONA] in [INDUSTRY]. Build a scoring rubric I can use on any recorded discovery or demo call. Structure: 5 competencies (opening, discovery depth, business-pain qualification, next-step contracting, talk ratio), each scored 1 to 4 with a one-line behavioral description of every score, written so two managers grading the same call land within one point of each other. Then add a "coach on this first" rule: how to pick the single competency to work on when a rep scores low on three. Output as a table I can paste into a doc, followed by a 5-line "how to run the review in 20 minutes" checklist. Plain language, no marketing adjectives. If you need my sales stages or methodology to calibrate the descriptions, ask up to 3 questions before drafting.

• Coaching
• Transcript

Act as my coaching assistant. I'm reviewing a call with [REP NAME] tomorrow and I have the transcript: [CALL TRANSCRIPT]. Prepare a film-room session, not a lecture. Give me: (1) the 3 moments worth replaying — one strength first — and what to ask the rep at each ("what were you going for here?" style open questions, not verdicts); (2) the single skill gap the whole call points to, stated in one sentence; (3) one drill we can role-play in the last 10 minutes, with me playing the prospect, including the exact opening line I should throw at them; (4) the homework I assign before their next call. Keep the whole plan under 300 words so it fits on one page. Do not summarize the call back to me — I've read it. If the transcript has no timestamps, mark each moment by quoting the line instead.

• Coaching
• Discovery

Read this transcript of a discovery call: [CALL TRANSCRIPT]. We sell [YOUR PRODUCT]; a qualified deal needs a confirmed business problem, a metric it hurts, a named decision process, and a reason to act this quarter. Audit the call against those four only. For each: state whether it was surfaced, quote the rep's question that got it (or note that no question was asked), and write the one question the rep should have asked — phrased the way a real person talks on a call, 25 words max, no "help me understand your current state" filler. End with a verdict line: which single gap most threatens this deal, and one sentence I can say to the rep that opens a conversation instead of an inspection. Format: four short sections plus the verdict. No overall score, no praise sandwich.

• Coaching
• Cadence

I manage [NUMBER] reps selling [YOUR PRODUCT], and I can genuinely protect [HOURS PER WEEK] for coaching. Design a monthly coaching cadence that fits inside that budget. Split the time across call reviews, live shadowing, deal-strategy coaching, and skill drills — and be honest about what gets dropped first when the week collapses. For each activity: frequency per rep, minutes per session, what I prepare in advance (cap prep at 10 minutes per session), and the signal that tells me within 6 weeks whether it's working. Differentiate treatment for my top performer, my middle, and my newest rep — the middle gets the most time; say why. Output a one-page cadence table plus a "weeks when everything is on fire" minimum version with exactly two activities. No inspirational framing. This is a schedule, not a philosophy.

• Coaching
• Messaging

Here is a talk track [REP NAME] is using for [SCENARIO, e.g. cold-call opener / demo intro / pricing positioning]: [CURRENT TALK TRACK]. Rebuild it with me in three passes. Pass 1 — diagnose: mark every line that is about us instead of the prospect, every claim with no evidence behind it, and every sentence over 20 words. Pass 2 — rewrite: same job, half the length, first sentence must earn the second; write it the way a person actually speaks, contractions included. Pass 3 — coach: give me 3 questions to ask the rep so they arrive at the rewrite themselves instead of receiving it from me, because a talk track a rep didn't help build is a talk track they won't use. Output the three passes clearly labeled. Keep the final track under 90 words.

• Coaching
• Deals

[REP NAME] brought me a stuck deal: [DEAL SUMMARY: stage, size, blocker, last activity]. My instinct is to take over. Stop me. Generate a deal-coaching conversation plan that keeps the rep in the driver's seat: (1) 5 open questions ordered from wide to narrow, each designed so the rep discovers the gap instead of hearing about it — no leading questions with the answer embedded; (2) the 2 moments in the conversation where I'll be most tempted to prescribe, and what to say instead; (3) one "manager move" that legitimately IS mine to make (an exec touch, a resource, an internal escalation) and how to offer it without taking the deal over; (4) the follow-up question for our next 1:1 that checks whether the rep acted. Under 250 words total, formatted as a checklist I can glance at mid-conversation.

• Coaching
• 1:1 prep

Write the assignment I send a rep before our call-review 1:1 so they self-score first and arrive having done the thinking. Context: the rep is [REP NAME], the call was a [CALL TYPE] with [PROSPECT COMPANY], and we score calls on [RUBRIC OR COMPETENCIES]. The assignment must: take under 20 minutes; make them pick their strongest 60 seconds and their weakest 60 seconds and say why; make them predict my score before they hear it; and end with one thing they want from me in the session (a drill, a demo, or just listening). Tone: direct, warm, zero corporate stiffness — this lands in Slack, not a performance file. Format: the message itself, ready to paste, under 150 words, plus a one-line note to me on how to open the 1:1 based on what they submit.

• Forecast
• Review

I'm running forecast review and I refuse to accept vibes. For each committed deal below, generate the interrogation: [DEAL LIST: name, stage, amount, close date, last activity]. For every deal produce exactly 4 questions in this order: evidence ("what did the buyer do — not say — in the last 14 days?"), process ("whose signature is missing and have we met them?"), timing ("what breaks for them if this slips a quarter?"), and downside ("what would need to be true for this to be a story we're telling ourselves?"). Then flag the one deal I should dig into first, based only on the data given, with a one-line reason. Rules: no softening, no praise, every question under 25 words, output as a table grouped by deal. If the deal list is missing last-activity dates, ask for them before starting.

• Pipeline
• Meetings

Design a 45-minute weekly pipeline review for [NUMBER] reps that is not deal-by-deal status reading. Structure it in four blocks with exact minutes: (1) the math — coverage vs. target for the quarter, said out loud once, no debate; (2) movement — only deals that changed stage, or should have and didn't; (3) one deal deep-dive chosen by a rotating rep, prepped in advance with a 5-line template you'll write for me; (4) commitments — each rep states one action on one deal by Friday. Include the 3 rules I announce in week one (for example: "CRM updated before the meeting or your deals get skipped") and what I do the first time each rule is broken — proportionate, not theatrical. Output: the agenda table, the deep-dive prep template, and the rules. Under 300 words total.

• Pipeline
• Analysis

Here are the deals that slipped or died last quarter: [DEAL LIST: name, stage reached, amount, stated reason, rep]. Run a pattern autopsy, not 25 individual eulogies. Cluster the losses into at most 4 patterns (examples: single-threaded past stage 2, no metric attached to the pain, late procurement surprise, champion changed roles). For each pattern: which deals belong to it, the earliest stage the evidence appeared, one process change that catches it earlier, and the coaching question I add to pipeline review to test for it. Then tell me the one pattern to fix first — highest count × earliest detectability. Ignore stated loss reasons when the deal data contradicts them, and say so when you do. Output: a pattern table plus a 5-line summary for my VP in plain declarative sentences. No hedging language.

• Forecast
• Risk

Build me a decoder table for forecast-call language. Input: the phrases my reps actually use, for example [REP PHRASES: "feeling really good about this one", "they said budget's approved", "just waiting on legal"]. For each phrase: what it literally claims, what it usually means in practice, the risk it hides, and the one verification question I ask that converts the feeling into evidence — phrased so it doesn't accuse the rep, it just asks for the buyer's observable behavior. Add rows for 5 more phrases you know from B2B forecast calls that I didn't list. Then close with a 3-line note on how I introduce this table to the team without making forecast calls feel like cross-examination — the goal is shared vocabulary, not fear. Format: one table, then the note. Keep every cell under 20 words.

• Pipeline
• Math

My number this quarter is [QUOTA]. Current pipeline in play: [PIPELINE: total value, count by stage, win rate by stage if known]. Do the coverage math honestly: weighted pipeline vs. target, the gap in dollars, and — using my average deal size of [AVERAGE DEAL SIZE] and a typical cycle of [SALES CYCLE LENGTH] — whether deals created today can still land this quarter or are already next quarter's story. Then build the gap plan in three lanes: expand (open deals that could legitimately grow), accelerate (deals with a real reason to close early — define what a legitimate reason looks like), and create (new qualified opportunities per week per rep, as a specific activity number). List every assumption you made at the end so I can correct it. No motivational language. Numbers first, prose second.

• Pipeline
• Planning

Work backward from next quarter. Target: [NEXT QUARTER TARGET]. Historical win rate: [WIN RATE]. Average deal: [AVERAGE DEAL SIZE]. Cycle length: [SALES CYCLE LENGTH]. Team: [NUMBER] reps. Calculate what has to be true in the next 6 weeks: qualified pipeline needed by week 6 (show the arithmetic), opportunities per rep per week, and — using my meeting-to-opportunity conversion of [CONVERSION RATE] — the weekly meeting number per rep. Then turn it into the sourcing question: if the math demands more than reps can prospect themselves, list where the rest comes from (marketing, partners, outbound plays, my own exec outreach) with a rough split I can argue with. Output: the arithmetic in a code block so it's unambiguous, then a one-page plan, then the 3 risks most likely to break it. Ask before assuming any number I left blank.

• Forecast
• Comms

Turn my raw pipeline notes into the forecast memo my VP reads on Monday. Input: [CRM EXPORT OR NOTES] and my call: [YOUR CALL: commit number, best case, worst case]. Write it in exactly this structure: line 1 — the call, three numbers, no throat-clearing; paragraph 1 — what changed since last week, deals in and out, plain past tense; paragraph 2 — the one risk I'm watching and what I'm doing about it this week, one deal maximum; paragraph 3 — the ask, if I have one (an exec touch, a discount approval, headcount), stated as a decision my VP can make in one reply. Hard limits: 160 words total, no adjectives describing effort ("working hard", "pushing"), no deal jargon my VP would have to decode. If my numbers don't reconcile with the notes, flag it at the top instead of smoothing it over.

• 1:1s
• Agenda

Build this week's 1:1 agenda for [REP NAME]. Inputs: their pipeline snapshot [PIPELINE SNAPSHOT], last week's commitment ("[LAST COMMITMENT]"), and anything I flagged: [MANAGER NOTES]. Rules of the format: the rep talks first; deals take at most half the time; skill or career gets a real slot every single week, even in a bad quarter — pull a topic from their development focus of [DEVELOPMENT FOCUS]. Produce: (1) a 15-minute agenda with minute marks; (2) an opening question specific to their week that is not "how's it going"; (3) one follow-through check on last week's commitment phrased as curiosity, not audit; (4) a note template I fill in during the meeting, 3 fields maximum. If last week's commitment is blank, say so, and give me the line that resets the habit without scolding. Total output under 200 words.

• 1:1s
• Up-chain

My [SENIOR LEADER TITLE, e.g. VP of Sales] is running skip-levels with my team next week. Prepare me — without coaching my reps to perform. Draft: (1) the one-paragraph context note I send my VP beforehand: team state, what I'm working on with each rep in one line each from [TEAM NOTES], and the two questions I'd genuinely value their read on; (2) the message to my team that frames the skip-level honestly — it's the VP's channel to hear them, not an audit of me — under 80 words, no nervous energy; (3) the 3 things I should NOT do (for example, pre-briefing reps on "talking points"), each with the reason it backfires; (4) the debrief question I ask my VP afterward that invites hard feedback about my own management. Plain, confident tone throughout. No corporate phrasing.

• Performance
• Scripts

[REP NAME] is at [ATTAINMENT] of pace at week [WEEK] of the quarter, and this is the first structured conversation about it — early, private, and recoverable. Script it with me. Produce: (1) a 30-second opening that names the numbers without drama and states that the goal is a plan, not a verdict; (2) 4 diagnostic questions covering activity, pipeline quality, skill, and outside-of-work load — the last one asked with genuine care and zero prying; (3) a simple two-week plan template with 3 specific, countable commitments we fill in together, plus the support I'm committing from my side; (4) a closing line that says clearly we'll look at this again in two weeks. Important: this is a coaching conversation, not a disciplinary step — keep any notes factual (date, numbers, commitments), and remind me to follow my company's HR guidance if it progresses beyond coaching. Under 300 words.

• Performance
• Comp

[REP NAME] has raised a comp concern: [THE CONCERN, e.g. a split dispute, a clawback question, feeling underpaid vs. market]. Help me prepare the conversation — carefully. Structure: (1) what I verify BEFORE the meeting (the actual plan language, the actual numbers, any precedent) and a short note asking [COMP OWNER, e.g. sales ops or finance] for the facts; (2) the meeting itself: listen first — draft 3 questions that get the full concern on the table before I respond to any of it; (3) what I can honestly commit to in the room (chasing an answer, a date they'll hear back) versus what I must not promise (plan changes, exceptions, "I'll make it right"); (4) the follow-up message recapping what was said and the date they'll hear back. Tone: straight, unhurried, on the rep's side without pretending I control the comp plan. Flag any point where I should involve HR. Under 250 words.

• Performance
• Culture

Write recognition for [REP NAME] that a smart adult won't cringe at. What they did: [WHAT HAPPENED — the specific behavior, not just the number]. Produce three versions: (1) a 2-line Slack message for the team channel that names the specific behavior and why it was skilled, not just the outcome — if the win involved luck, credit the part that wasn't luck; (2) a private note from me: one thing I noticed about HOW they work that they may not know I see; (3) a one-line mention formatted for my weekly leadership update, positioning the rep's name in front of my VP. Rules: no superlatives ("crushing it", "rockstar", "killer"), no stacked exclamation points, and the behavior must be repeatable by others — say what to steal from it. If [WHAT HAPPENED] contains only a number and no behavior, ask me what the rep actually did before writing anything.

• Performance
• Planning

It's week [WEEK] and [REP NAME] is behind: [CURRENT NUMBER] against [QUOTA]. Build the mid-quarter reset we do together in 30 minutes. Steps: (1) triage the current pipeline — sort their open deals [DEAL LIST] into "close this quarter", "real but next quarter", and "stop watering it", with a one-line reason each; be ruthless about the third bucket, hope is not a category; (2) recompute the real gap after triage; (3) pick the ONE highest-mileage play for the remaining weeks (mining closed-lost from two quarters ago, an expansion push, a specific vertical sprint) — one play, not a menu; (4) set the weekly scoreboard: 2 numbers we check every Monday, written where both of us can see them. End with the sentence I say to close the meeting that is honest about the math and still worth working for. No pep-talk padding. Under 250 words.

• Enablement
• Onboarding

Build a 30-60-90 ramp plan for a new [ROLE, e.g. mid-market AE] starting [START DATE], selling [YOUR PRODUCT] to [PERSONA] in [INDUSTRY]. Constraints that make it real: ramp quota is [RAMP QUOTA SCHEDULE]; our sales cycle is [SALES CYCLE LENGTH], so pipeline built in month 1 is what closes in month 3 — sequence the plan accordingly. For each 30-day block: the ONE theme (learn, build, close), 4 to 5 measurable exits (not "understands the product" — "passed a recorded mock demo scored 3+ on our rubric"), who they shadow and who shadows them, and the single metric I inspect weekly. Add the two most common ways ramps quietly fail (certification theater; pipeline building that starts in month 3) and the checkpoint that catches each. Output as one table per block plus a first-week daily schedule. Keep it to one page.

• Hiring
• Interviews

Design a structured interview kit for a [ROLE] hire. Our sale: [YOUR PRODUCT] to [PERSONA], [AVERAGE DEAL SIZE] deals, [SALES CYCLE LENGTH] cycles. Build: (1) a scorecard with 6 competencies maximum, each on a 1-to-4 scale with behavioral anchors written so two interviewers score the same answer the same way; (2) for each competency, one past-behavior question ("walk me through a deal where…") and one exercise question — include a 10-minute discovery role-play spec where I play a [PERSONA] with a hidden objection you choose; (3) the interviewer split: who probes what across [INTERVIEW STAGES], so the candidate doesn't answer the same question four times; (4) the 3 answers that sound impressive but predict nothing, so we don't hire a great interviewer instead of a great seller. Ban gut-feel language from the debrief; scores plus evidence only. One page.

• Enablement
• Wins

Interview me about a closed-won deal, then write the enablement asset. The deal: [DEAL SUMMARY: prospect type, size, cycle length, competitor if any]. First, ask me up to 6 questions, one at a time, to extract what actually won it: the moment the deal turned, the objection that almost killed it, what the champion said internally, the exact phrases that landed. Push past my first generic answers — if I say "relationships" or "trust", ask me what happened. Then produce two artifacts: (1) a one-page win story for the team wiki — situation, turning point, the repeatable move, what to steal — formatted with headers, no hero-narrative fluff; (2) a 60-second spoken version I can tell at the top of the next team meeting, written the way I'd actually say it out loud, ending with the one move every rep should copy this month. Wait for my answers before writing anything.

• Enablement
• Competitive

Our battlecard for [COMPETITOR] is stale. Rebuild it from evidence, not marketing memory. Inputs: recent call moments where they came up: [CALL EXCERPTS OR NOTES], plus our current card: [CURRENT BATTLECARD]. Produce the refreshed card in exactly 5 blocks, each capped at 60 words: (1) when we win — the deal shapes and personas where we genuinely beat them, per the evidence; (2) when we lose — same honesty, because reps stop trusting cards that claim we always win; (3) the trap question a rep can plant early that surfaces the competitor's real weakness without naming them; (4) the disarm — what to say when a prospect quotes their pitch at us, in words a human would actually say; (5) what changed — anything in the excerpts that contradicts the old card, flagged for me to verify. Where the evidence is thin, write "thin evidence" instead of inventing.

• Enablement
• Meetings

Redesign my weekly team meeting so reps leave sharper, not just informed. Team: [NUMBER] reps, [MEETING LENGTH] minutes, currently a round-robin status update everyone multitasks through. Build the new format: (1) kill the status round — state where that information moves instead (an async template you'll draft, 5 lines maximum per rep); (2) a rotating 10-minute "film clip" segment: one rep brings 2 minutes of a real call and the team coaches it — write the ground rules that make this safe enough that people volunteer their rough calls, not just their highlights; (3) a 10-minute drill block with 6 drills I can rotate through a quarter, each tied to a skill from [TEAM SKILL GAPS]; (4) a 2-minute close: one commitment per rep, said out loud. Then write the announcement message that sells the change to the team honestly, under 100 words. Total output: one page.