Article from www.Execleadership.com
— Adapted from “Let’s Hear It for B Players,” Thomas
DeLong and Vineeta Vijayaraghavan, Harvard Business
Publishing, www.harvardbusiness.com.
— Adapted from “Let’s Hear It for B Players,” Thomas
DeLong and Vineeta Vijayaraghavan, Harvard Business
Publishing, www.harvardbusiness.com.
Flashy A players often steal the scene, but in a weak economy, and especially during a retrenchment, you need the stability, knowledge and long view of your B players—the steady
performers who don’t need instant gratification or the limelight. Yet many leaders often ignore B players, focusing instead on volatile A players. The risk is that overlooked B players may leave, taking knowledge with them.
First, recognize who they are. B players tend to be:
Former A players - These highly skilled professionals hop off the fast track to raise a family or deal with a life crisis. They’ll keep doing A work if you let them do it more slowly, on their own terms.
Straight shooters - Blessedly honest, they ask tough questions that you’ll ignore at your own peril.
Go-to managers - These employees compensate for average skills with a profound understanding of company processes. They stay focused, quietly getting down to business while your A players continue to jockey for attention and advancement.
Once you’ve identified B players, keep them happy:
Accept that they’re not as driven as you are. Ask what they want from their careers and do your best to provide the conditions to help them achieve it.
Give them your time. Make sure it would never even occur to them that you might be ignoring them.
Reward them in small but meaningful ways. B players are promoted relatively infrequently, so
thank them in other ways. Tickets to a show of their choosing, dinner for two, even a handwritten note can help them feel valued.
Offer them career choices. Training, coaching and sideways promotions all can invigorate an employee’s gradual development.
performers who don’t need instant gratification or the limelight. Yet many leaders often ignore B players, focusing instead on volatile A players. The risk is that overlooked B players may leave, taking knowledge with them.
First, recognize who they are. B players tend to be:
Former A players - These highly skilled professionals hop off the fast track to raise a family or deal with a life crisis. They’ll keep doing A work if you let them do it more slowly, on their own terms.
Straight shooters - Blessedly honest, they ask tough questions that you’ll ignore at your own peril.
Go-to managers - These employees compensate for average skills with a profound understanding of company processes. They stay focused, quietly getting down to business while your A players continue to jockey for attention and advancement.
Once you’ve identified B players, keep them happy:
Accept that they’re not as driven as you are. Ask what they want from their careers and do your best to provide the conditions to help them achieve it.
Give them your time. Make sure it would never even occur to them that you might be ignoring them.
Reward them in small but meaningful ways. B players are promoted relatively infrequently, so
thank them in other ways. Tickets to a show of their choosing, dinner for two, even a handwritten note can help them feel valued.
Offer them career choices. Training, coaching and sideways promotions all can invigorate an employee’s gradual development.
See you in the trenches - vmsteveo
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