This document discusses the differences between a sales manager who acts as a "divider" by doing all the work themselves, versus a sales manager who acts as a "multiplier" by developing their team. A sales manager should spend 50% of their time growing their people through selecting the right talent, assessing skills, focusing on strengths, providing recognition, and investing in their team. By activating the skills of their salespeople, a sales manager can stretch their influence beyond what they can do alone and build greater revenue through their team's efforts. Making this transition from a divider to multiplier requires time and effort but pays off in a more successful team.