Why Strong Rural Sales Teams Prioritise Their Top Performer

A well-known strategic shift at Southwest Airlines provides a valuable lesson for managing performance—one that applies as much to rural sales teams as it does to the aviation sector. Instead of allocating resources to its most dissatisfied customers (ranked 1, 2, and 3), Southwest redirected its efforts toward its moderately satisfied segment (ranked 5, 6, and 7).

Research revealed that a “4-rated” customer generated approximately $800, while a “7-rated” customer spent around $2,200. The data demonstrated that elevating a mid-level customer to the higher tier delivered significantly greater financial impact than attempting to convert the most dissatisfied customers. As highlighted in The Power of Moments by the Heath brothers, improving positive experiences produced nine times more value than trying to fix negative ones.

Before this insight, Southwest—like many organisations—allocated more than 80% of its budget to resolving issues associated with the lowest-ranked customers. The assumption was that the “bad” areas demanded immediate attention. However, the research confirmed that some customers will never be profitable or satisfied, making disengagement a more productive choice. Many business strategists even recommend eliminating the bottom 15% of customers annually to free capacity for higher-value segments.

This same principle carries over to rural sales teams.

The Misplaced Focus on Low Performers

In many rural organisations, leaders unintentionally dedicate disproportionate time, energy, and managerial effort to low sales performers. While the intention is often to “lift the bottom,” the approach creates risk: high performers may feel overlooked, unsupported, or undervalued.

The cost of losing a high performer is significantly greater than the cost of improving a low performer. Yet many businesses continue to focus on remediation rather than optimisation.

Performance consultancy work across rural sectors shows this pattern repeatedly. Organisations frequently request support to “fix the lowest performers,” assuming it is the most logical investment. However, evidence consistently shows that the greatest performance lift comes from supporting middle and upper-tier performers—those with the capacity to accelerate quickly.

This is reinforced by U.S. Department of Labor data, which notes that only 46% of workers originally intended to enter sales. As a result, many salespeople may be reluctant sellers with limited natural aptitude. Identifying genuine potential becomes essential.

Supporting High Performers: Evidence-Based Approaches

Rural sales leaders seeking to retain and grow their top talent can apply several proven strategies.

1. Providing Responsibility Ahead of Readiness

High performers often thrive when given early responsibility. They seek challenge, development, and opportunities to demonstrate capability. Creating a structure such as a “pre-leadership group” or emerging leadership team beneath the management tier can offer ambitious individuals purposeful stretch opportunities.

Clearly defined responsibilities, autonomy, and problem-solving mandates enable these individuals to contribute strategically while deepening engagement.

2. Assigning Strategic or Special Projects

Special assignments act as strong signals of trust and recognition. They communicate value not only to the individuals selected but also to their peers. High performers typically respond positively to meaningful, high-impact projects that leverage their strengths and professional drive.

3. Rewarding High Performance with Differentiated Benefits

High performers rarely view all roles—or all contributions—as equal. Differentiated recognition can create healthy internal competition and reinforce high standards.

Practical incentives may include:

• Discretionary paid leave

• Public recognition

• Sponsored dinners or experiences

• Priority access to development opportunities

Clear communication ensures that performance—not favouritism—is the basis for these distinctions.

4. Setting and Maintaining High Standards

One of the most common reasons high performers disengage is tolerance of chronic underperformance. High achievers often feel burdened when expected to compensate for peers who consistently fall short.

The principle is clear:
What an organisation tolerates becomes its standard.

Ensuring performance expectations are upheld is essential to protecting high performer morale and retention.

5. Designing an Environment Where High Performers Can Excel

High-performing rural sales teams consistently reference the importance of environment—culture, expectations, tools, and support. Examples can be drawn from elite teams such as the All Blacks, where environment is often cited as a competitive advantage.

Considerations include:

• High-quality training and coaching

• Access to mentors or external expertise

• Removal of administrative “debris” that hinders performance

• Clarity around values, standards, and behaviours

• Investment in resources that support efficiency and wellbeing

Netflix summarises this principle succinctly in its widely circulated culture deck:
“Actual company values are shown by who gets promoted, rewarded, or let go.”

Given the company’s 34,340% share price growth over 18 years, the lesson carries weight.

Understanding What Drives High Performers

Sustaining a high-performer culture requires leaders to understand the motivations, frustrations, and aspirations of their strongest contributors. Open dialogue, continuous feedback, and active removal of barriers enhance engagement and productivity.

The payoff for this effort can be substantial—mirroring the findings from Southwest’s research, which demonstrated a 9x increase in value when attention shifted from correcting negatives to amplifying positives.

In rural sales environments, where performance variance can be significant, the strategic prioritisation of high performers represents one of the most effective pathways to improved results, stronger culture, and long-term business success.