CHAPTER 3
The Reverse Robin Hood Principle: Differentiating Top Performers
I SAT AT THE CONFERENCE ROOM TABLE making a few notes, trying to get a grip on the problem. Across from me sat Julie, who, while putting her best face forward, was an unhappy employee. She knew it, I knew it, but her company—a major technology provider—did not. She rolled a pen in her hand and described her frustration with her earnings.
“I don’t really understand it,” Julie explained. “Every year, for the past four years, I’ve been one of the top performing sales reps in this company—at least in the top 10 percent, if not the top 5 percent. I make good money, but I don’t make great money.”
She mentioned that her peers at similar companies earned a significant amount more ...
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