One of the most common hesitations a sales manager faces is the reluctance to coach a top performer.
The reasoning is understandable: My number one person is performing exceptionally well. They're exceeding targets and making the team look strong. If I start identifying areas for development, I might disrupt what's working. It feels safer to give them autonomy and avoid unnecessary risk.
But that hesitation is based on a flawed assumption, and it creates costs for both the rep and the business.
The Real Reason Top Performers Quit
What do high-performing sales professionals value most? It's not just autonomy. It's challenge and continued development. For top performers, growth isn't remedial. It's a necessary condition for staying engaged. High achievers understand that staying at the top requires continuous improvement.
Dr. Atul Gawande, a highly accomplished surgeon and best-selling author, offers a useful example. Despite his elite status, he recognized the value of coaching and reached out to a former professor for feedback. The result was meaningful improvement in his practice and outcomes. He became an advocate for coaching, writing and speaking about the necessity of development even for experts at the top of their field.
If accomplished surgeons benefit from coaching, high-performing sales reps likely do as well. When managers avoid coaching their best people, they're not protecting performance. They're withholding something valuable.
The Business Case for Developing Your Best Sales People
The financial rationale for coaching top performers is clear. If you have a team of ten and focus intensely on growing your top three performers, you're positioned well for the year. When your number one person grows by even 10%, and your number two and three grow by 15% or 20%, the impact on team goal attainment is substantial.
The risk isn't in coaching them. The risk is in allowing them to plateau.
How to Approach Coaching With High Achievers
When working with top reps, the approach needs to shift from direction to partnership. Instead of telling them what to do, the manager creates the conditions for shared development.
- Lead with Questions, Not Ideas: Instead of going in armed with solutions, go in armed with insightful questions to pull the development need out of the rep. Ask them: "Why do you think things are going well, and how do you keep that going?".
- Tie Skills to Aspirations: Connect today’s feedback to the rep's bigger picture. If they want a bigger role, such as a manager or a brand team position, frame the coaching as building the skills necessary to be ready for that opportunity. The manager is essentially making the coaching about them, where they want it to be.
- Insist on Objectivity: Managers must be willing to have honest conversations, even if the rep thinks they're "that good" when they're not. Top-performing teams are often led by the toughest, most objective graders. This objectivity builds trust because the rep knows the manager is invested in their ultimate success, not just in keeping them happy.
When you invest in their growth, you're not just improving performance; you're improving retention and making your job easier.
The Next Step
This focus on developing your best people is just one of the four essential coaching practices that separate top-performing managers from the rest. These practices are the connective tissue that translates your commercial strategy into field execution.
To explore all four practices that consistently produce growth and results, even when the world is on fire, download our guide, When Everything's On Fire: 4 Coaching Moves You’ll Need for 2026.
