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Elon Musk, chief executive officer (CEO) and chief technology officer (CTO) of SpaceX and CEO of Tesla Motors, has produced monumental achievements. Starting with the creation of the online purchasing service PayPal, he has been driven to create companies and products with an immense and worldwide impact. Driven by his desire to protect the earth and provide a sustainable future for humankind, Musk has been at the forefront of several industries, ranging from electric cars produced byTesla toprivatizedspace explorationwith SpaceX. While Musk has proven to be a very successful leader and entrepreneur, he does not stand alone as an example of star performance. Indeed, looking across industries, we find numerous people who have produced outstanding results. For example, Howard Schultz, the CEO of Starbucks, helped his company grow tremendously despite the struggling U.S. economy. Starbucks now stands as the largest coffeehouse company in the entireworld.On the popularinternet video site YouTube, there are numerous examples of individuals becoming millionaires due to the high volume of Internet traffic they bring in to their channels. They have been able to separate themselves from other video uploaders and accumulate a significant amount of personal wealth. How about sports? Quarterback Peyton Manning stands as a visible example of the influence that stars can have on an organization. In the 2013 National Football League season, Manning led an explosive offense to the Super Bowl and set numerous individual records along the way, including most passing touchdownsin a season, most passing yards in a season, and most games in a season with at least four touchdown passes. Manning’s influence on American football is so great that he has been voted the league’s most valuable player a record-setting five times.

SUMMARY

Star performers are game changers for organizations regardless of size and industry. The impact that they have can make or break organizational success and also impact the longterm sustainability and very survival of an organization. As the former CEO of General Electric Jack Welch famously said, ‘‘The team with the best players wins.’’ The recent discovery that the distribution of individual performance in most industries and types of jobs is non normal means that organizations are now tasked with identifying, motivating,retaining, and producing stars to succeed in today’s hypercompetitive and global market. These stars are the individuals who produce a disproportionate amount of results–—be it basketball points, shareholder wealth, Emmy awards, sales, or scientific publications. Organizations that succeed will be those that keep a close eye on their current and future stars–—those extreme scores that are overlooked and often eliminated in selection, performance management, and compensation systems that assume a bell-shaped performance distribution that typified work in the 20th century. Our recommendations for managing and producing star performers include implementing transparent and fair policies,structuring work to allow starsto emerge and thrive, offering training and development opportunities, making employment decisions conducive to retaining and producing stars, and implementing compensation practices that also aim at managing and producing stars. Implementing such practices may get us closer to reaching one of the most coveted ‘‘holy grails’’ in management: Turning human capital into and unbeatable and long-lasting source of competitive advantage.