The ABCs of Good Employees … and Bad Bosses

Many leaders attempt to upgrade an organization’s hiring practices by reciting their ABCs: “A-players hire A-players. B-players hire C-players.”  But my view is that this admittedly clever phraseology is misguided, at best, and downright inflammatory, at worst. Here’s why:

1. Many A-players don’t know HOW to hire A-Players. Let’s face it, many A-players are A-players simply because their skills and talents happen to be particularly well-aligned with the key functional responsibilities of their current job. But, one’s ability to interview and select others is rarely considered one of those key functional responsibilities–it’s typically just “something else” they’re also responsible for. So when asked to actually interview applicants,  A-players often don’t know how to do it. You see, anyone who DOES know how, knows it takes a considerable amount of time and effort to learn how to accurately identify people who truly CAN bring fresh ideas, new ways, diversified perspectives, stellar capabilities, and more, just from asking a job applicant a handful of interview questions. And it’s probably fair to say that many A-players never took the time (or had ample opportunity) to learn the ins and outs of effective hiring and selection because they were so busy being … A-players! But as such, A-players often DON’T hire A-players, even if you want to think that they do.
2. Some A-players do hire A-players, but not all jobs require A-players in them. You see many (most?) A-players want (need?) a steady stream of new challenges and opportunities to continue to learn and grow, advance, thrive, and maybe to show off a bit. But some jobs are more about one’s mastery of responsibilities than the expansion of them. So putting an A-player into a job that requires mastery, but not fast-track expansion, creates a mis-match that neither benefits the individual, nor the organization – not to mention the negative impact it can have on the person’s co-workers.
3. It is ridiculously arrogant to categorize B-players  and C-players as being somehow “Less Than.” B-players and C-players are typically not overpaid (as so many A-players are); not as political (as so many A-players are); and not as needy (as so many A-players are). They also tend to be very nice, honest, caring, human beings who are more than willing to give you an honest day’s work, too. “Less Than?!” I don’t think so.
4. B-players and C-players routinely do exceptional work, every day. B-players and C-players can–and do–make important, and lasting, contributions to the success of countless organizations. Ever wonder why A-players get to work on so many cool, new, high-profile, initiatives? It’s due, in large part, because the B-players and C-players are taking care of the “ongoing” part of the business so the A-players don’t have to. It’s good to remember that, actually.

I think the thing that bugs me the most about the whole A-, B-, and C-player thing, though, is how disingenuous it often is: Far too often a boss will blame B- and C-players to hide his/her own inability to: strategize; prioritize; communicate effectively; say ‘no’ to unrealistic pressures from above, when necessary; make tough decisions; share credit; take responsibility; and generally be the type of boss people WANT to work for.

Yes, it’s far easier to blame others–it’s certainly easier than looking in the mirror and seeing someone who really isn’t as much of an A-player as he or she would like to believe, eh?!