Andrew S. • Give me a team player, every time! Someone who will always do their best and who is continually learning and improving their skills.

Rick B. • Would you dismiss a superstar salesperson who is having a significant impact on the ability of the team to function in a highly effective fashion and risk lower occupancy rates?

Andrew S. • Good question Rick. If the "superstar" was affecting the overall performance of the team and wouldn't change, I would definitely ask them to leave.

Jenny E. • While it is difficult to dismiss someone who has demonstrated strength in sales, the damage that can be done by allowing that individual to continue while fully aware of negativity among others in the group is counterproductive. One should ask, if they were willing to exchange the whole team for the one strong salesman. If the answer is no, then whatever measure is necessary to protect the group must be taken. I certainly wouldn't just dismiss the sales person without discussing the situation and explaining that change is required, but if no improvement is demonstrated, then that is essentially insubordination and an indicator of even greater problems down the road. No one can afford to carry someone like that.

Andrew S. • Jenny makes a great point. There is a good chance you will eventually have to fire the moody, self centered superstar when they get too far out of line. It often makes more sense to be proactive about moving them on.

Donna F. • We can have both. The key is to have a team of people who are able to deal with the myriad personalities that make a good team. There is a natural tendency for healthy teams to equilibrate where even the most self-centered, 'superstars' come to see the big picture and tone it down.

Jenny E. • Donna, I couldn't agree more. In fact, that is the desired affect I would hope for after speaking with the "superstar" and the reason I suggested it. In fact, it would be wise to acknowledge what that individual is doing differently and rather than keep it bottled up in one sales team member have that individual educate others or provide tips on improving sales. This way the whole team is strengthened not only by the superstar toning down, but the rest of the team building up!

Patricia G. • A good team captain.

Donna F. • Jenny, exactly! I think the idea that we "fire", "move them on", "ask them to leave", or "dismiss" superstars with ego issues (who doesn't have an ego issue?), is why we have such a mediocracy on our hands. Instead of adjusting to the lowest common denominator, why not insist that we all perform at the highest possible level. Don't take a job away from someone who is a fabulous performer just because others cannot keep up, instead, have the "superstar" set the example for excellence. This isn't just in sales either.

Rick B. • Reminds me of a story that a heard Joe Montana tell about when wide receiver Jerry Rice joined the SF 49ers. In practice, it was customary for the wide receivers to stop running after they would catch a pass. As a newcomer, Jerry did not follow this pattern. Instead, everytime he caught a ball in practice he would run with it all of the way into the end zone. Why - because getting into the end zone and scoring the touchdown was the expectation. Jerry went on to become one of the best receivers in the NFL, and soon, Joe said, the other receivers were following his example.

R. Martin L. • Good team players are everywhere, superstars are not. Football is a good example. Good blockers and tacklers are easy to find. A great coach knows how to handle all types of players, but they rarely will win the big prize without a superstar. Give me superstars, success makes handling egos much easier!

Donna F. • I've been part of large senior living organizations that have mediocre players at very high levels. They have the philosophy of removing those who set the bar high, I think, because their power is in jeopardy when someone who is better than they are is in the house; so they simply remove them, or deny advancement until the superstar grows bored and moves on.

Good leaders seek out superstars and are able to 'manage' the ego thing (all human beings have ego, to deny that is just plain silly). Our customers benefit from the bar being high and not just where it's comfortable for the mediocre power holders.

Ellen B. • Following the sports analogy - let's remember the Chicago Bulls of the late 90's. Coached by Phil Jackson, that team had Mega-Watt superstar Michael Jordan however, he was surrounded by outstanding players (in their own right) Scottie Pippen and Dennis Rodman. Imagine the Talent of Phil Jackson- as he had to 'manage' and 'massage' all those egos?
However, although MJ is a legend - and had the capability of scoring 50 points (often) in one game.....he needed his teammates too. Cuz, if the other team scored 51 points - than MJ's efforts were for nothing.
So, a TEAM is the key. Led by a 'Coach' (ie: Executive Director) who can manage ALL the personalities on the team. Having a healthy mix of 'role players',(decent folks who perform well most of the time) a superstar or two (over achievers & high performers) and even some Bench-strength..(worker bees, who don't aspire to corporate climb) is ideal.

The Coach/Leader/Head - needs to be strong and able to lead. Someone who isn't threatened by a strong team. Someone who allows the ego of the team to shine over his/her own ego.
In our industry- it's often a shame when the 'weakest player' on the team is....The LEADER!

Rick B. • The Chicago Bulls are a great example. Michael more than just a Superstar who led the team in scoring. He was a Superstar that set extremely high performance expectations and set a wonderful example for his teammates in regard to practice and effort.

Judi S. • Having worked in an environment where there was a demanding superstar, I'll take great, cooperative team players any time. Give them the recognition and appreciation they deserve and they'll outshine a superstar any day of the week. I don't believe it's a smart move to put all your eggs in the "superstar's" basket. If they move on, you might be left high and dry. It is also very time consuming to deal with the moodiness and uncertainty of someone's big ego and who has time for that!

Harold H. • Both. Not being able to capitalize on the strengths of both a superstar with team players is a failure of management, not the players.

Patricia G. • Well put Harold.

Rick B. • Harold. Are you saying that management should put up with the self-centered attitudes and habits of players like Allen Iverson and Terrell Owens? Any negative impact that they have on a team is due to the failure of management?

Harold H. • Rick, Runaway egos in a sales force are there because Management allows it. Typically, somewhere in the upper chain is someone who only cares about "the bottom line"... which of course is a blatant indicator of laziness or incompetence or worse both, in senior management’s ability to lead. The bottom line: Too many “Sales Managers” simply don’t have the capacity or willingness to demonstrate true leadership. That takes work.

Mark C. • a great team player