The sales industry presents a contradiction: women make up just 31.6% of sales professionals, yet they outperform men in key performance metrics. With higher closing rates and better quota attainment, women are demonstrating their ability to thrive in sales. Yet, they remain underrepresented in high-paying sectors and leadership positions.
This raises serious questions about how sales success is measured and rewarded. The traditional view of sales still leans towards traits like aggressiveness and assertiveness, which have long been associated with male professionals. Meanwhile, skills such as empathy, relationship-building and active listening—areas where many women excel—are undervalued. If the goal of sales is to understand and serve customers effectively, then businesses need to rethink what they consider the hallmarks of a great salesperson.
The barriers women face in sales go beyond outdated perceptions. Male-dominated networks and mentorship structures play a significant role in limiting opportunities. If senior sales leaders—most of whom are men—tend to mentor and promote those who remind them of themselves, then the cycle of underrepresentation continues. It is not just about bias in hiring; it is about the way careers in sales are shaped from the outset.
This raises a bigger issue: how businesses define and reward success in sales. If companies continue to prioritise the same outdated sales strategies and leadership models, they risk missing out on proven talent. The data suggests that the most effective salespeople today are those who can build trust, foster long-term relationships and understand customer needs. These are not secondary skills; they are the foundation of modern selling. Yet, if sales organisations only reward short-term, transactional approaches, they will fail to recognise and promote the professionals who are delivering long-term value.
The historical perspective in the original article is a reminder that women have played a key role in sales for far longer than many people realise. Avon’s establishment of an all-female sales force in 1886 is not just a footnote—it is proof that women have been successfully selling for well over a century. Yet, despite this, sales remains an industry that struggles to acknowledge their contributions in the most influential roles.
If businesses are serious about improving their sales performance, they should stop treating gender diversity as a secondary issue. It is not just about fairness; it is about ensuring that the best talent rises to the top. Companies need to actively create mentorship and leadership pathways for women, adjust their promotion criteria to reflect real sales success, and dismantle the biases that limit career progression.
The real question is not whether women belong in sales—they have already proved they do. The question is whether businesses are willing to acknowledge, value and reward the skills that make sales professionals successful. If they are, they will not only close the gender gap but will also create stronger, more effective sales teams that are better equipped to succeed in the long term.
This article considers Shelley Walter’s post on Gender Parity in Sales (November 2024).
Image by Werner Heiber from Pixabay
