Let’s be honest: management time is limited, and if we’re not using it wisely, we’re doing our teams—and ourselves—a disservice. There’s a common tendency among sales leaders to spend the bulk of their time on underperformers, hoping that extra attention will turn things around. But here’s the catch: while you’re pouring energy into those struggling, your top performers might not be getting the support, motivation, or direction they need to reach their next level. And that’s a costly mistake.
Top Performers Drive the Majority of Results
In many sales organizations, it’s the top 20% of performers generating 80% of the results. These are the people consistently bringing in revenue, landing big clients, and setting the bar high for everyone else. If you’re spending too much time on underperformers, you’re neglecting the very people who are keeping your numbers strong. Investing more management time in your top talent can amplify their impact and boost overall team performance.
High Performers Crave Development and Growth
Top performers are usually driven individuals who want to grow, learn, and achieve even more. They’re likely thinking about their next milestone, their next big win, or their career trajectory. If you’re not giving them the time and resources to develop, they may start looking elsewhere for those opportunities. Management time can be an investment in their long-term commitment to your organization.
Retaining Top Talent Requires Consistent Engagement
Top performers are often sought after by competitors, and it’s no secret why. Retaining them means more than just offering a good compensation package; it requires consistent engagement, mentorship, and support. If they feel overlooked while management focuses on those who aren’t performing as well, they may start considering options where their hard work and results are more valued.
Shifting Focus from Underperformers to Top Performers
Create a Balanced Approach to Time Allocation
Spending all your time with underperformers isn’t sustainable and rarely yields transformative results. Instead, set clear boundaries for how much time you allocate to different performers. For underperformers, focus on structured, short-term improvement plans. With top performers, prioritize ongoing mentorship, strategic goal-setting, and professional development.
Hold High-Impact Meetings with Top Performers
Instead of generic check-ins, use one-on-ones with top performers to discuss their goals, explore new challenges, and ask for their insights. High-impact meetings focused on their career goals and how they can make an even bigger impact create a sense of partnership, which fuels engagement and loyalty.
Involve Top Performers in Strategic Initiatives
Top performers often have unique insights into customer needs and market trends. Leverage their experience by involving them in strategic discussions, planning sessions, or mentoring programs for newer team members. This engagement not only gives them a sense of ownership but also allows you to learn from their perspective, creating a stronger strategy for the entire team.
Practical Tips for Investing More Time in Top Performers
Schedule Regular Development Sessions
Regular development sessions should be a priority for top performers. During these sessions, focus on areas where they want to grow, explore new skills, and set goals that align with both their ambitions and the company’s objectives. This targeted time allocation shows them they’re valued and allows you to refine strategies that maximize their impact.
Provide Exclusive Resources and Opportunities
Top performers will benefit from exclusive resources—whether it’s advanced training, mentorship from senior executives, or access to high-profile projects. These resources can serve as both a reward and an investment in their long-term contribution to the team. Offering unique opportunities to top talent also reinforces the importance of their role and gives them another reason to stay.
Encourage Peer Recognition and Team Contributions
Invite top performers to share their successes, insights, and strategies with the rest of the team. Whether it’s leading a training session, presenting on best practices, or mentoring others, this encourages peer recognition while positioning them as leaders within the team. This form of acknowledgment deepens their commitment and helps develop a culture where excellence is celebrated and rewarded.
Making the Shift to Top Performer-Centric Management
Measure Impact and Make Adjustments
After shifting more of your focus to top performers, track changes in team dynamics, retention, and overall performance. Are they staying engaged? Are you seeing improved results? Use these insights to continue refining your approach and ensure that this focus is driving results.
Build a Team Culture That Values Results and Growth
Prioritizing top performers doesn’t mean ignoring underperformers entirely. Rather, it sets a standard and expectation for results and growth that others can strive for. By creating a team culture that celebrates achievement and invests in top talent, you’re setting the stage for a more motivated, goal-oriented team overall.
The Bottom Line
Management time is a limited resource. Allocating it to top performers is a strategic investment that amplifies impact, fosters growth, and builds loyalty among your best contributors. When top performers feel valued and supported, they bring in stronger results, elevate the team culture, and set an example that others will want to follow. So take the time, engage intentionally, and prioritize the people who consistently drive success—your team’s future depends on it.
