Here’s what we uncovered in the Sales Department section as well as what media sales managers should do about it.
In 2023, 65% of managers said recruitment was the hardest part of their role. Today, that number has dropped to 38%. This downward trend is promising, but recruitment is still the most cited challenge among sales managers. And more than 7 in 10 managers say they need to grow their teams.
What this means: Finding the right talent is still job #1.
Action for Sales Leaders:
Double down on proactive recruitment pipelines (even if you’re not hiring today). The best time to recruit is before you have an open seat.
Invest in your employer brand and hiring process to stand out in a competitive market.
Equip frontline managers with the tools and coaching needed to identify and onboard high-performing sellers.
Nearly 1 in 3 sales managers now say new business development is the hardest part of their job, more than those concerned with retention or organizational goals.
This signals growing pressure to consistently bring in net new revenue, even as teams remain lean and stretched.
Action for Sales Leaders:
Ensure every seller is equipped with the strategy, tools, and training to drive new business, not just maintain current accounts.
Build a culture of prospecting by recognizing and rewarding pipeline growth, not just closed deals.
Emphasize sales enablement: use data, content, and automation to support new business efforts.
Most sales managers (85%) lead teams of 15 or fewer people. That means each person plays a significant role in hitting revenue targets and any underperformance can derail goals quickly.
Action for Sales Leaders:
Raise the bar on talent. When teams are small, every hire must be a high performer.
Prioritize high-probability prospects and accounts to protect seller capacity.
Use sales performance data to ensure your lean team is focused on the highest-value activities.
Both sales managers (57%) and salespeople (68%) prefer hybrid work schedules. It’s the dominant workplace model and shows no signs of going away.
Action for Sales Leaders:
Design hybrid policies that offer flexibility while preserving collaboration and accountability.
Reassess how you coach and support remote sellers. Visibility requires intentional leadership.
Rebuild team culture through virtual and in-person touchpoints that foster connection.
There’s a dramatic shift away from 100% commission models. This year, only 20% of sellers prefer full commission, while 46% prefer a salary structure where salary makes up more than 50% of their total compensation.
Sellers want more income predictability.
Action for Sales Leaders:
Rethink your compensation structure. To attract and retain top talent, offer plans that balance performance incentives with income stability.
Consider tiered salary-plus-commission models that reward results but also provide a reliable base.
Make sure comp plans align with company goals while staying attractive in a competitive hiring market.
The data tells a clear story: Today’s media sales departments are lean, in growth mode, and operating in a rapidly shifting talent landscape. Recruitment is still tough. Business development is getting tougher. And salespeople want more stability both in how they work and how they’re paid.
Sales leaders must evolve how they hire, structure, coach, and compensate if they want to stay competitive.
Download the Full Report:
To get the full picture including insights on compensation, recruitment, sales enablement, and more, access the complete 6th Annual Media Sales Report here: Download the Full Report