I have recently seen the comment on LinkedIn. The comment stated that “when you promote the wrong people, you begin to lose your best people”. This small note triggered something in me. The innocent comment made me realise that effective management is crucial for the success and growth of any organization. Promoting the right individuals into leadership positions is essential to maintain a high-performing workforce. However, when the wrong people are promoted, negative consequences can arise, leading to a decline in overall productivity and the loss of top talent. I write this article to delve into the dynamics of A players, B players, and C players in the workplace and highlights the detrimental effects of promoting B players over A players.
Understanding A Players, B Players, and C Players
I heard these terms being used so many times that I never asked about the origins of A, B, or C players. In many organizations, employees can be categorized into three distinct groups based on their performance and potential impact on the company’s success.
A Players are exceptional individuals who consistently demonstrate outstanding performance, possess valuable skills, and exhibit high potential for growth. They are self-driven, motivated, and constantly seek opportunities to excel. A players are responsible for driving innovation, delivering results, and raising the performance bar for the entire organization. The downside of these players is that they shake things up so much that they become outliers. The rest of the team might feel like A players are not just the fit because they demand so much from themselves and the organisation.
On the other hand, B players are solid performers who contribute to the company’s objectives, but they lack the exceptional qualities and drive exhibited by A players. They usually perform adequately in their roles but rarely exceed expectations. B players often rely on their personal relationships and networking abilities to advance their careers, which can lead to favouritism and promotions based on factors other than merit. I have seen more B players in corporate as they fit in perfectly to the culture and they get the required performance rating.
C players are typically characterized by subpar performance, low motivation, or a lack of alignment with the organization’s values and goals. They may struggle to meet job requirements or exhibit disruptive behaviour that hinders team cohesion and overall productivity. In some cases, B players who are promoted into management positions may make the mistake of firing C players without fully evaluating their potential or considering alternative strategies for improvement.
The Negative Impact of Promoting B Players
I believe that when B players are consistently promoted, particularly due to personal connections or favouritism, the repercussions can be significant for the organization. I have considered a few options and thought of the following three points: (1) The Loss of A Players, (2) Decline in Productivity, and (3) Negative Work Culture. Let us consider each point in detail below:
1. Loss of A Players
A players are the top performers who consistently drive innovation and deliver exceptional results. They thrive in an environment that rewards merit and recognizes their contributions. The reality is that these players hardly ever stay long in an organisation. However, when B players are promoted over A players, it sends a message that personal connections hold more weight than competence. This demoralizes A players, leading them to seek opportunities elsewhere or venture out on their own, resulting in a significant loss of top talent. They told me they apply for any opportunity if they are 20% fit based on job requirements.
2. Decline in Productivity
A players, by their very nature, raise the overall performance and productivity of the organization. I often heard that my productivity will increase to as much as 15% if I sit next to an A player. Being in a team dominated by A players would have set my career on a different trajectory. Their presence inspires others to perform at their best and pushes the boundaries of what is possible. Conversely, B players often lack the drive and ambition to consistently improve and excel. The reduced productivity caused by the presence of B players can be estimated at around 30%, which is a substantial loss for any organization. B players also band together to justify deteriorating productivity for increasing the bonus pool.
3. Negative Work Culture
I believe that when promotions are based on personal relationships rather than merit, it creates a toxic work environment. I am an advocate for the “hard work pays off” methodology which is true sometimes. A sense of unfairness and favouritism might permeate the organization in a negative manner. It would also start eroding trust and damaging morale. A culture that promotes B players due to personal connections and how well each player plays the game might discourage high performers, foster mediocrity, create a new culture, and stifles innovation.
Conclusion
I recently read a LinkedIn comment that stated that “when you promote the wrong people, you begin to lose your best people”. This might have triggered some feelings that ultimately allowed me to reflect and write this article. I delved into the dynamics of the so-called A players, B players, and C players in the workplace and highlights the detrimental effects of promoting B players over A players. I now know that promoting the wrong individuals, specifically B players, can have severe consequences for any organization. By prioritizing personal connections over merit, leaders risk losing their top performers, experiencing a decline in productivity, and fostering a negative work culture. Recognizing and promoting A players, who consistently demonstrate exceptional performance and drive, is crucial to maintaining a high-performing workforce and ensuring long-term success. It is my suggestion and believe that leaders still have an upper hand. They can still focus on implementing fair and transparent promotion processes that reward competence, encourage innovation, and inspire high performers to stay and contribute to the organization’s growth.
