Experience is useless if not shared.

Is it ever the right decision to let a top performer “move on”? Clearly there are many factors that must be taken into consideration. Over the nearly four decades I have been in the specialty retail & wireless industry I have been asked to develop many underachieving markets, expand existing markets, as well as, explore new business channels or territories. While each request has been unique in nature, I have embraced each new challenge as an opportunity. As a leader you must remember that every challenge you encounter serves as a catalyst to broaden your horizons and expand your understanding of “what it takes” to address various issues in distinctly different markets, economic climates or competitive landscapes. However, you can’t get these tasks accomplished if you do not have a strong team supporting your efforts and believing in the goal of the endeavor. It’s hard to debate that results, both positive and negative, are all about the people.   

More often than not, a key component to success will rest on one’s ability to assemble a “winning team” or develop the existing team into one coherent unit, versus simply a team comprised of individual performers. The challenge has always been to seek out a group of high performing, self-motivated individuals willing to embrace a “team first” culture, embrace inevitable change and accept differing opinions with an “open mind” for the betterment of the team. When developing a winning business channel or when expanding into a new business territory, one can typically get from point “A” to point “B” faster and more profitably by molding the unique skill sets & experiences of each team member into one coherent entity with a common goal and objective, rather than simply having a group of high performers running fast in varying directions. Simply running “fast” doesn’t guarantee positive results. I’m not talking about stifling creativity, quite the opposite. I talking about supporting & sharing creativity in a “team first” atmosphere. Keep in mind that individual achievements don’t always translate into responsible and profitable growth. 

With all that said, one of the toughest conversations a leader must have is when he or she needs to counsel or address an “overachiever” that excels in individual activities but “falls short” when having to work with others in a team environment.    

As a leader, when confronted with this situation you have one of four choices to make… 

1.   First, clearly explain to the top performer how it would be in their benefit to work within “the team” concept. This concept may actually be very new to them. Always show respect and appreciation when having this conversation, but address it quickly and with conviction. Remember, this is a top performer. Explain how the sharing of best practices will help “round them out” as leader and provide them with experiences that will benefit them throughout their career. Use your own career examples to make a point. When addressed in this manner, with respect and appreciation, many top performers will adjust their thinking and redirect their energies towards the betterment of the team. 

2.   If step one doesn’t work find another position within the organization that will benefit from their skill sets and allow them to continue to excel along a separate path. Some individuals simply like to work alone. If they have a history of outstanding individual performance and you have a position that requires these skill sets, this would most likely be the best solution. It becomes a “win, win” for everyone and you are able to retain a top talent. 

3.   The third choice is the toughest. Part ways with the top performer and allow them to move on and explore other opportunities. Unfortunately you can’t “want” someone to change more than “they” want to. If they are dividing the team and performance, along with morale, are suffering, it would be best for both parties to go their separate ways if their skill sets don’t match another position within the organization. 

4.   The fourth choice is clearly never a viable option. Do nothing and allow the morale and overall performance of your team to decline. 

Allowing a top performer to “move on” with their career, if that performer is not using his or her talents to the betterment of “the team”, is never an easy choice to make. However, at times it’s necessary. To overlook the negative impact a top performer, with a poor attitude can have on your overall team morale, as well as, overall performance is very dangerous. As a leader you need to address this situation by taking all factors into account and rectifying the issue with a well thought out plan. However, the team, your clients and the impact on the organization must come first. 

In closing, remember, it’s not always the sales team with the best individual performers that attain the greatest success. It’s the team with a well-defined and communicated plan supported by solid leadership and complimented with high-performing individuals that understand they are stronger as one unit versus as a group of individuals working in their own “silo”. Once you have developed that "special team" the group can now execute the plan and, more often than not, outperform the competition. 

I hope this helps a bit. All the very best! -MC