Back to the Office

If improved performance is the goal of in-office work, then businesses must be vigilant against disengagement among their sales professionals, especially middle performers. Instead of simply enforcing a return to the office, sales leaders should use this opportunity to re-engage with their middle performers – giving them the right motivational tools to boost performance in a hybrid setting.

The return-to-office (RTO) debate has dominated business discussions since many big companies started implementing more restrictive remote policies. According to the Q4 Flex Index Report, structured hybrid work models now account for 43% of US companies, more than doubling since early 2023. The latest Living and working in the EU e-survey shows that the share of employees working entirely from the workplace rose from 36% in 2023 to 41% in 2024.

Fully flexible policies are declining, and companies are steadily increasing the number of in-office days. Some major firms have even mandated five-day office weeks, reinforcing the belief that in-person collaboration drives performance. But at the same time, change is hard, and many salespeople have gotten used to the freedom of fully remote working. 

The push to return to “normal” office work often assumes that simply bringing people back will automatically boost productivity and restore previous performance levels. However, the reality is more complex. Simply changing the location doesn’t solve existing challenges or increase sales numbers, and it might even introduce new issues. Motivating middle performers is the key to making this shift effective and profitable. 

Middle performers: The overlooked majority in sales

Sales teams typically fall into three categories:

• Top performers: This is the smallest but most visible group, representing roughly 10% or less of the team. They consistently exceed targets and are often rewarded with greater autonomy, including more flexible remote work policies.
• Bottom performers: Comprising approximately 20-30% of the team, this group requires the most coaching and support to meet minimum performance expectations.
• Middle performers: Forming the largest segment, around 60% of the team, these individuals deliver steady results. While reliable, they typically do not achieve the exceptional performance levels of the top performers.

Middle performers represent a massive, often untapped opportunity. They are not struggling but also not excelling, which makes them a prime target for development. 

The challenge is that they are often overlooked in favor of celebrating top performers or focusing on underachievers. In the context of RTO, middle performers are at a crossroads: Returning to the office could either unlock their potential or stifle their engagement.

Four ways to motivate middle performers

Sales leaders can use the shift back to office work to strategically invest in their middle performers. Here’s how:

1. Set clear, achievable goals. Middle performers respond best to goals that are challenging yet attainable. Rather than only celebrating big wins from top sellers, focus on incremental progress. Break larger targets into smaller milestones – reinforcing motivation and allowing them to see tangible improvements.

2. Leverage the psychology of gamification to enhance engagement. Game-like elements employed in the workplace can help motivate sellers through mundane everyday tasks. Gamification tools, like leaderboards and team-based competitions, can make progress more visible and engaging. For middle performers, tracking improvements over time – not just overall rankings – can boost motivation and provide a sense of achievement, even resulting in milestone rewards not tied to regular sales commissions.

3. Create a culture of recognition. Top performers often receive the most recognition, while middle performers go unnoticed. By regularly acknowledging their contributions, whether in team meetings or through real-time recognition tools, sales leaders can reinforce positive behaviors and keep them engaged.

4. Offer mentorship and coaching opportunities. The return to the office is a prime opportunity to establish mentorship programs. Pairing middle performers with top sellers or experienced coaches can provide valuable learning experiences and a sense of investment in their career growth.

The ripple effect of engaging middle performers

When sales leaders invest in their middle performers, the benefits extend beyond individual growth. A more inclusive culture fosters motivation and collaboration, making the entire team stronger. Incremental improvements across the largest segment of the team compound over time, driving sustainable and consistent performance gains. It also takes some of the pressure off top performers if more of the team carries a bigger load. Engaging middle performers is not just about individual growth – it’s about creating a healthier, more resilient sales organization.

Companies that enforce RTO policies often justify them as a means to boost performance. But if sales leaders genuinely want to maximize the benefits of in-person work, they must focus on the group with the most untapped potential: middle performers. Simply bringing them back to the office won’t be enough – organizations need to engage, motivate, and support them in ways that lead to real growth. Companies that get this right will build stronger, more resilient sales teams for the long term.

Sindre Haaland is CEO of SalesScreen.