Sure, Kobe is a great player. The media loves to glory in his last second heroics and shout his praises whenever he scores 30 points or more. But if you know the game of basketball, then you also know that Kobe short circuits the Lakers as often as he scores points. What I mean is that while the rest of the team is hoping to create some sense of rhythm, Kobe puts a halt on things almost every time he touches the ball by holding it or dribbling the clock out until he's forced to shoot. Pass the ball to someone else? Forget it. And Detroit is making them pay.

In our business, managers love to sing the praises of the superstar salespeople. I know, because I was fortunate enough to be one of the stars in my dealership. And it is only right, of course, that those who do the most should get most of the credit. But if the superstar salesperson at your store is only good at bringing success to himself or herself, then the benefits of having them around may not be as great as you might think.

What about the rest of the team? Does the superstar ever work to help them improve, or show them how they can get better at what they do? How often does the superstar teach what they know in a sales meeting, or perform a team assist when another 'player' is struggling? Do they have a positive and productive attitude, or does their arrogance cause others to look at them in disgust?

It's not always the superstars who do the most for the team. You may find that some good salespeople actually contribute more to your dealership's overall success than some of your top performers do. If so, you need to acknowledge them and give them more opportunities for advancement. They may turn out to be better managers and coaches than the superstar will ever be.