Don't hold elite performers to the same activity metrics as the rest of the team. Instead, grant them autonomy while explicitly stating they are not exempt from being a team player. This builds trust and respect, allowing them to focus on results without undermining team morale.
Related Insights
Companies mistakenly bundle management with authority, forcing top performers onto a management track to gain influence. Separate them. Define management's role as coordination and context-sharing, allowing senior individual contributors to drive decisions without managing people.
To manage a large remit without micromanaging, use a 'push and pull' system. For each quarter, select a few key priorities to 'push' on, meaning you'll be deeply involved. For everything else, empower your team to operate autonomously and 'pull' you in only when they need your input or guidance.
The best reps don't complain about lacking resources; they attract them. Internal teams like product and engineering gravitate towards these reps because they trust their time will be well-spent on a deal that is more likely to close, effectively making them the deal's 'quarterback.'
Elite salespeople understand that closing deals requires a team. They actively cultivate advocates within their own company—in operations, support, and finance—by treating them well and recognizing their contributions. This internal support system is critical for smooth deal execution and ensures they can deliver on client promises.
To gain the freedom to lead your own way, first ask your manager to define success. Then, confirm your understanding by repeating it back. Finally, frame your request for autonomy as the best method to achieve their stated goals.
Managers often spend disproportionate energy on low-performing employees. The highest-leverage activity is to actively invest in your top performers. Don't just leave them alone because they're doing well; run experiments by giving them bigger, more visible projects to unlock their full potential and create future leaders.
Giving teams total freedom can be terrifying and counterproductive. Leaders must provide enough structure ('guardrails') to prevent chaos, but not so much that it kills creativity. This balance is the key to fostering productive autonomy.
The "3 A's" framework offers a practical alternative to the pitfalls of unchecked autonomy seen at Spotify. True empowerment means ensuring teams have strategic guardrails (Alignment), clear responsibility for outcomes (Accountability), and the capability to succeed (Ability).
Top performers' primary need is opportunities for growth, not necessarily promotion. Delegating significant responsibilities forces them to develop new skills and fosters a sense of ownership, which is more valuable than simply clearing your own plate.
Instead of forcing top salespeople into team-wide training, let them opt out. A leader's primary job with elite performers is to remove obstacles by providing resources like an assistant or better software. Don't waste their time or yours; just get out of their way.
