Free Managing Top Performers Article Review Example

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In the case study, Ann who is the sales manager of her sales group plays the role as a mentor and as a coach to associates group members within the group. Among her associates within the group is Natalie, who is her top performer and who also want to be the manager of the group at some particular time. Natalie works so hard and surpasses the target is given to her and the monthly sale goals, with good attitudes towards her work. To show her leadership skills, she enjoys coaching and mentoring her fellow and new sales associates’ within the group as she is inspired by the work Ann is doing (Kiplinger Washington Editors, 2000).
Ann as the general manager of the group associate has noticed some change in behavior in the way Natalie performs her work. She is not committed art all and does not meet her sales target as compared to other sales associates. She does not seem interested in her work. It made Ann worried about her state and tried to enquire the problem where she realized that Natalie has been suffering from homesickness. Ann did not like the attitude and behavior of Natalie as she feared that it might affect other sales associates within the group and reduce the sales of the company. It made her to taking stern action on her, as she could not tolerate this behavior anymore and needed her to stop the behavior and the attitude as soon as possible before it could spill to other. Ann starts by giving Natalie the whole day to think about her attitude and the company and report to her before the end of the day (Carrison, 2009).
It is one of the best things Ann could have done because she also has to keep her job and to maintain the performance and the sales of the company. Being a top performer and top sales person who eyes the position of management does not guarantee Natalie to poor performance and bad attitude. The rules should be clear to everyone within the company, both the top performers like Natalie and poor performers are to be treated the same. Natalie should not be let to feel that they are above the rules and procedures of the company though they may need some little recognition of their contribution, but this should be limited.
Natalie being a top performer should be forced to play nice in everything she does. For this reason, Ann was so right to take action towards her behavior. Though it is less expected for the brilliant to be humble, they need to create effective and efficient working environment with others. Being at the top does only entails performance and good sales, how do you inspire other achieve the same high performance, one can never succeed alone, we need others. It is what Ann is trying to maintain, and that’s why all my support is on the action she took, and that’s the only action she had to take. Nobody can achieve their goals single-handedly, even the likes of Bill Gates and Steve Jobs did not manage it alone, they were top performers in their fields, but they still needed people to reach their levels.
For all these reasons, am in support of the action taken by Ann in combatting this awkward behavior which could have affected the performance of others. Though Natalie being a top performer, she could have treated her with some decency and even give her some time off to go soul search (Carrison, 2009). Nevertheless, there is no any one member of a team who will ever be bigger than the team itself and action should be taken to anyone going in contrary to this philosophy. At the same time, high achievers should be handled with some care in taking the company to greater heights.

References

Carrison, D. (2009). From the bureau to the boardroom: 30 management lessons from the FBI. New York: AMACOM.
Kiplinger Washington Editors, inc. (2000). Kiplinger's personal finance. Washington, DC: Kiplinger Washington Editors, Inc.
Weill, P., & Ross, J. W. (2004). IT governance: How top performers manage IT decision rights for superior results. Boston, Mass: Harvard Business School Press.