Managing sales talent is no easy task. I get it—it’s overwhelming, especially when you’re facing a team that’s falling short or burning out. I once took on a client whose sales team was a complete mess. They were losing their best people, keeping the wrong ones, and had no clue where to start with recruitment. It was chaos. So, I stepped back, and in trying to help them get their act together, I tried a simple but powerful framework. It is the “Four R’s” of sales talent management: Right people, Retain, Remediate (or Replace), and Recruit. This framework became my go-to tool for transforming struggling sales teams, and I’ve seen it work time and time again.
Let’s break down each of these Four R’s and why they’re essential for creating a high-performing sales team.
Right People in the Right Roles
This is where everything begins. In fact, I’d say this is a top-five issue in sales today—getting the right people in the right roles. And yet, I’ve walked into countless companies where it’s been completely neglected. The CEO is frustrated, the team is frustrated, and guess what? They’re pushing a team of zookeepers to go out and hunt. I’m not kidding.
I like to think of sales roles in terms of “hunters” and “zookeepers.” Hunters are those proactive, ambitious individuals who thrive on new business—they live for the chase. Zookeepers, on the other hand, are protectors and nurturers; they manage accounts, keep clients happy, and maintain relationships. You can’t ask a zookeeper to hunt. You just can’t.
Imagine hiring someone who’s incredible at managing relationships, putting them on the phone to cold call, and expecting them to succeed. It won’t happen. Or, worse, taking a natural-born hunter and saddling them with account management. Before you know it, they’re burnt out, demotivated, and looking for a new gig. You’ve lost a hunter. That’s why I believe the right roles are everything.
Personal Lesson
I learned this the hard way. Early in my career, I hired a talented account manager to cover for an aggressive sales role. I thought, “They’re smart, they’ll figure it out.” Wrong. They didn’t just struggle—they failed. And I failed them. It was a wake-up call, one that taught me to always align roles with people’s natural strengths. Trust me, if you get this wrong, you’re in for an uphill battle every day.
Retain Your Top Producers
Once you’ve got the right people in place, the next step is keeping them. In most sales teams, a small handful of people are driving the lion’s share of revenue. These top producers are your MVPs. Losing one is like losing a major account. You can’t afford to let them slip through the cracks.
Retention isn’t about throwing money at people—it’s about making sure they feel valued, recognized, and supported. If you’re not actively working to retain your top talent, you’re opening the door for them to leave. And let’s be real: top performers have options. They can go elsewhere.
What Worked for Me
I once worked with a manager who was incredible at this. She made sure her top producers felt heard, respected, and appreciated. She didn’t wait for performance reviews to celebrate their wins—she did it every day. It’s a lesson I took to heart. A “thank you” after a big win, a public shoutout, or even a quick coffee break to talk about career goals can go a long way. It sounds simple, but these small gestures build loyalty.
Remediate or Replace Underperformers
Here’s where things get tough. Underperformers are part of every team, but what you do with them is what counts. You’ve got two options: remediate or replace. I could have called this step “coach up or coach out,” but I like the bluntness of remediate or replace because it leaves no room for ambiguity.
If someone is struggling but has potential, work with them. Set clear goals, give them the tools they need, and see if they improve. Some people just need guidance and support to find their stride.
But if you’ve given them every chance, and they’re still not performing, it’s time to make the call. Keeping underperformers on the team drags down the entire group. It affects morale, team spirit, and even the performance of your top producers.
Hard Truths
Early on, I had an underperformer on my team who I just couldn’t bring myself to let go. I kept thinking, “They’ll turn it around.” But they didn’t. I was pouring time and resources into someone who wasn’t pulling their weight, and it was draining my energy and demotivating the team. Eventually, I had to face the truth and make a change. And you know what? The team bounced back immediately. They needed someone who was a team player, not a passenger.
Recruit Continuously
The last R is recruit. Sales teams are dynamic, not static. People come and go, and if you’re doing your job right—growing, coaching up, and coaching out—recruitment should be a constant focus. The best sales leaders are always on the lookout for fresh talent. They’re networking, building relationships, and keeping their ears open for potential candidates.
If you only start recruiting when you need someone, you’re already behind. Recruiting isn’t about filling seats; it’s about building a bench. So when the time comes, you’ve got options.
The Recruiter’s Edge
I once managed a team that was growing fast, and we needed new talent constantly. Instead of waiting for positions to open, I made recruitment part of my routine. I stayed connected to recruiters, attended industry events, and kept a pulse on emerging talent. I can’t tell you how many times this proactive approach saved me from scrambling when we had an opening. If you’re not recruiting, you’re not ready.
Why the Four R’s Work
This Four R’s framework has transformed how I approach sales talent management. It’s simple but powerful. By focusing on the right roles, retaining top performers, remediating or replacing underperformers, and recruiting proactively, you cover all the bases. Every sales team I’ve used it with has seen better results, higher morale, and more clarity.
Here’s what I want you to remember: the right people in the right roles can make or break your team. Retaining talent is about more than just money. Underperformance isn’t something to tiptoe around—address it head-on. And don’t wait to recruit until you’re in a bind. Make it a priority.
A Challenge to You
Take a look at your team today. Where are you on each of these Four R’s? Who’s in the right role, and who’s not? Are you holding onto underperformers hoping they’ll improve? And are you actively looking for fresh talent, or waiting until it’s too late?
If there’s one thing I’ve learned, it’s this: smart talent management isn’t something you can afford to put off. The Four R’s framework is a blueprint to get it done, and it’s worked for me time and time again. Now it’s up to you to make it work for you.
