A new SalesFuel study finds most sellers rate their direct managers highly, and that trust is tied to stronger retention, but it also flags gaps in training and AI adoption that could become bigger issues as younger reps reshape expectations.
The 2025 Voice of the Sales Rep survey drew responses from more than 800 sales professionals, including those in media and radio. Nearly eight in ten respondents said they trust their manager. Forty-five percent gave their manager a five-star rating, while only 8% rated their manager one or two stars. CEOs also scored well, with 76% receiving four or five stars.
SalesFuel CEO C. Lee Smith pointed to belief-driven leadership, citing the Pygmalion effect, where a manager’s confidence in a seller can improve performance. The report suggests that dynamic matters especially with younger reps, who are looking for more than compensation and quota talk.
Technology is a notable pain point. More than one in five respondents gave their company a low rating on AI prioritization. At the same time, only 24% said human validation of AI output is important, even as buyer skepticism about AI-generated material grows. The survey indicates many organizations have not built clear internal structures for AI, contributing to transparency and trust challenges with clients. Only 16% of reps said their company has clear AI goals, and four in ten said they do not fully understand their organization’s Responsible AI policy.
Training draws mixed reviews. While 67% rated sales training four or five stars, 14% gave one or two stars. Reps still list familiar skill gaps as weaknesses, including handling objections, gaining access to budget gatekeepers, generating referrals, and improving pre-call intelligence. The study suggests companies are not consistently targeting those needs with practical coaching.
Open-ended responses highlight what sellers value in managers: clear expectations, recognition of effort, empathy for real-world pressure, and emotional support that goes beyond performance dashboards. Generational differences are pronounced. Gen Z respondents were more likely to say they want coaching, creative outlets, and clarity from leadership. Across age groups, incentives appear to be shifting away from commission-only motivation and toward flexible schedules, paid time off, and career development.
SalesFuel’s takeaway is that tech upgrades alone will not keep teams stable. The report calls for clearer AI literacy and ethical guardrails, paired with human-centered leadership, continuous learning, and more personalized motivation strategies to retain top performers and improve results.