America's largest healthcare recruiting firm.

 



For over fifteen years, I have utilized Buckman Enochs Coss to hire over one hundred individuals for Sales and Sales Management positions for a variety of healthcare technology firms. Whether it’s been for Fortune 500 companies or early stage, VC backed start-ups, BEC has always done a terrific job in sourcing top-talent.

Scott Schlesner
Vice-President of Sales
Elsevier

Management ROI: Should You Focus Your Energy on Top Performers?
If you had access to unlimited time and resources, you’d invest equally in every member of your team. You’d push the weaker performers with comprehensive PIPs, and you’d cultivate top performers by providing mentoring, exposure and targeted encouragement.  You’d give every employee every chance at success, no matter the cost to your organization. 

But if you’re like most managers, that just isn’t possible. Your time, attention, resources and budget have limits. So how should you distribute these resources? Should you invest heavily in the slowest runners, or should you focus on your top performers and let the weakest sink or swim on their own? 

Don’t undermine your best players. 
Put yourself in the shoes of a top performer, and you may find yourself asking this question: “Why should I keep pushing so hard for a company that doesn’t recognize my efforts?” This is a very valid question, and if you can’t provide an answer, you can expect your talented performers to make a change; they’ll either look for work elsewhere or dial back their efforts. Anyone would. So don’t let this happen. Even if you can only afford verbal encouragement, provide this encouragement without holding back. No matter how you get the message across, make it clear that effort, commitment and attention to detail are appreciated by the company.   

Fairness affects the bottom line. 
If your top performers are taking up a disproportionate amount of available resources, find a fair and profitable way to redistribute the bounty. Don’t just take it away, and don’t expect slower runners to close the gap by doing more with less. Either reduce your expectations for the slower group, or raise the bar for the group with more access to resources and opportunity. Find a way to give the slower runners more of what they need. 

The ripple effect. 
High performers don’t just produce more (landing more accounts, meeting higher quotas, etc). They also serve as leaders and pace setters for the rest of the team. The team looks to them for guidance, support and inspiration. So make the most of this reality. Work to ensure that your top performers are also well liked and well respected — not resented. Teach them the leadership skills they need to move the group forward. In the meantime, create a path to praise, attention, and abundant resources. That path should be available to all and clearly marked. Employees should earn this coveted position though direct contributions, not back channels, office politics or luck.  

For more on how to create a positive culture of high performance without breeding resentment at the bottom or the top, reach out to the medical sales recruiters at Buckman Enochs Coss and Associates.