What Happens When Managers Have Call Reluctance Too?
Call reluctance is often described as a sales problem. We picture front-line salespeople hesitating to prospect, avoiding phone calls, or over-preparing instead of taking action. But what happens when the person with call reluctance is not a salesperson at all, but a leader?
Many managers believe their job is to coach others through performance barriers. Yet the same hidden fears that keep salespeople from picking up the phone can affect managers as well. When leaders avoid crucial conversations, fail to hold their teams accountable, or hesitate to approach top prospects themselves, they too are experiencing call reluctance.
Call Reluctance Does Not Disappear with a Promotion
A promotion does not magically erase fear. In fact, moving into leadership often amplifies it. Managers face higher visibility, greater responsibility, and pressure to meet aggressive targets. Under that stress, even experienced professionals can develop subtle avoidance behaviors:
Postponing one-on-one meetings with underperformers.
Avoiding high-stakes clients or industry influencers.
Relying on reports and dashboards instead of direct coaching conversations.
Spending too much time in “strategy mode” and too little in action.
These behaviors look like management style on the surface, but underneath they are symptoms of call reluctance in a new form.
How Leadership Call Reluctance Hurts the Team
When managers shy away from difficult or high-impact activities, their teams feel it immediately. Goals are missed, accountability slips, and morale suffers. Even worse, the behavior sets a quiet example: if a leader avoids risk, the team will follow. Over time, this creates a culture where prospecting is neglected and performance plateaus.
Leadership call reluctance can also lead to micromanagement. Instead of addressing key issues directly, managers bury themselves in activity reports and minor details. They manage around the problem rather than confronting it head-on.
Recognizing the Signs Early
Identifying call reluctance in leadership takes honest reflection. Ask yourself:
Do I put off conversations with my lowest performers?
Do I over-prepare before calling top clients or strategic partners?
Do I spend more time reviewing numbers than actually engaging with my team?
Am I hesitant to prospect at my own level because “that is my team’s job”?
If any of these ring true, you may be experiencing the same barrier you are coaching your people to overcome.
What Leaders Can Do to Break Free
Use the right diagnostic tools. Call reluctance is measurable. Reliable instruments such as the Sales Preference Questionnaire (SPQ) identify the specific patterns behind avoidance so you can address them directly.
Lead by example. Demonstrate proactive outreach and courage in high-value situations. When your team sees you making the tough calls, they will be more willing to make theirs.
Invest in targeted development. Leadership training often focuses on strategy and planning but ignores behavioral barriers. Addressing fear and avoidance should be part of every manager’s professional growth.
Build a culture of action. Celebrate prospecting efforts at every level, not just closed deals. Reinforce that consistent outreach is a leadership priority, not just a sales task.
Strong Leadership Requires Courage at Every Level
Great leaders do more than set goals and review metrics. They take the same courageous actions they expect from their teams. When managers confront their own call reluctance, they not only improve their personal effectiveness but also transform the performance of their entire organization.
If you suspect call reluctance might be holding you back as a leader, start by getting clarity. Explore tools and resources to see how leadership call reluctance can be identified and resolved before it impacts your team and your bottom line.
