The Center for Sales Strategy Blog

As a department project, our group read the book Radical Candor by Kim Scott. Everyone had a different primary takeaway, but the one that stuck with me was the difference between Superstars and Rock Stars.

What's the Difference between a Superstar and a Rock Star?

Most managers know the definition of a Superstar. They are usually your one or two top performers, who are hardworking, ambitious, great at what they do, expect to be paid that way, and love the accolades.

But what about your Rock Stars? Rock Stars were defined as your steady performers. Not flashy, not necessarily your top performers, but the ones you can count on. Steady as a rock. Both groups are vital to a sales team. In fact, most companies would fall apart without Rock Stars, but usually, only the Superstars get the attention. Why? And why should you care?

SCENARIO:

Your top-performing, seasoned seller just turned in their notice. You are prepared because you were diligent and have a full talent bank with well-qualified candidates. But even with all of this prep, you realize how overwhelming the task of examining the candidates in your talent bank can be.

Where do you start? The job title is the same, but the challenge is different each time.

When onboarding new hires, managers have a lot of things to think about. What is the onboarding plan? Will there be pre-boarding? Who will train them? Who do they need to meet and who will show them around and introduce them to the office, co-workers, etc.?

But just as important, what is your new hire’s onboarding plan? If they walk in and have no plan and no goals, chances are they will struggle to find success in their new role. Some new hires will start day one with a clear plan or will have a plan and goals set within a few weeks, but some will need help and guidance in this area.

The Best New Hire Gift: Clear Expectations + Realistic Goals

When we ask salespeople about how their manager can get the most out of them, we often hear something like, "I work best if they tell me what I need to accomplish, and then they give me the freedom to get it done. I don't like to be micromanaged!" 

You have hired your next great seller. You have a strong on-boarding plan, a great training schedule, and amazing people in place to help with training. They are prepared to hit the street, right?

You have a salesperson with loads of talent, and they have always been successful. Suddenly, they are underperforming, missing goals, and really off their game. Or, perhaps you have a new hire with a lot of talents. You are expecting a sales rock star, but they just aren’t doing well. What’s going on?! The answer may be hiding in past setbacks, and it takes sales management skill to help them start performing to their potential.

As a person, you probably have an inborn knowledge of what your strengths are personally, as well as professionally. You might be a great cook, a strong tennis player, or great at board games. You know that you create strong relationships with clients, are great at the close, or really creative in helping your clients.

When salespeople mention why the left their previous job, you often hear complaints of unreasonable budgets. Along the lines of, 'My sales manager was crazy! There was NO WAY that could hit that budget." As a manager, how do you make budgets attainable? And as a salesperson, how do you meet that goal?!

Recently I have had several managers asking about the value of a personal marketing resume for salespeople that are struggling with getting that initial call. Personal marketing resumes can be valuable in getting a prospect's attention and communicating how your salespeople can help, if done well. So, how do you get a personal marketing resume started, and what do effective ones include?

What is the first thing you do when you get a completed assessment on a candidate? You look to see if he or she is recommended or not, right? But what is the second thing you should consider with a recommended candidate? You should think about fit. How will the candidate fit with your organization and with your team?