The Importance of Motivating Your 'B Players'
Often managers and executives spend the majority of their time focusing on the top producers within an organization and those 'squeaky wheels' that need constant assistance to get the job done. A-players -- or high achievers -- are given copious attention in a positive sense. And a firm's C-players -- those who require constant troubleshooting -- also keep management busy.
Most employees, however, fall between the two extremes and tend to warrant considerably less attention. According to an article in the Harvard Business Review, B-players in an organization make vital contributions to the workplace and deserve equal time from company executives although they rarely receive it.
Harvard Business Review Offers Management Perspective
In an article titled "Let's Hear It for B Players," Harvard Business School Professor Thomas DeLong, and co-author Vineeta Vijayaraghavan, examine the forgotten middle between the under and over-achievers. The authors see B-players as the "heart and soul" of an organization who "prize stability in their work and home lives." Here are some highlights:
In contrast to A-players, who bring in a significant amount of business, B- players tend to care more about the well being of their companies. While not as flashy as over-achievers, the B-team consists of solid, dependable performers who are "steadily boosting organizational resilience and performance" in ways managers may not always be attuned to.
As risk takers, A-players are more likely to "commit missteps" and seek attention for their own gain. In contrast, B-players are "competent steady performers far from the limelight."
High-achieving A-players are more apt to seek employment elsewhere, compared to dependable B-players "who accumulate deep knowledge about company processes and history."
For all these reasons, B-players are the potential future of your organization. Forming a relationship early on with these stalwarts is likely to benefit the firm down the road. This is due to the fact that B- players are already steady performers and, with encouragement, have the ability to contribute on an even greater level to the company.
Tips to Motivate The B-Team
The Harvard Business Review article suggests the following four tips for inspiring B-players:
1. Hand Out Prizes. Since B-players tend to be promoted less than their A-counterparts, find other ways to reward them. The article suggests that even a handwritten note highlighting B- team members' contributions will help them feel valued and motivated.
2. Give Equal Time. Since A and C players naturally attract more management attention, find a way to give B-players equal time. This can be accomplished by monitoring "communication patterns to make sure you're not ignoring -- and thus alienating -- solid performers."
3. Accept Differences Between Yourself and Employees. Many managers and CEOs are A- players and thus naturally relate better to the similar team members in their organizations. Take time to understand and appreciate the qualities that the B-team brings to the table and they will undoubtedly appreciate it.
4. Devise Creative Options. Consider devoting additional resources for B-players. Even small monetary rewards have the ability to inspire the B-team although the large slices of the compensation pie tend to go to the bottom-line performers on the A-team. Also, consider instituting more lateral promotions. Although somewhat perfunctory, shifts in titles and positive feedback can challenge and motivate workers.
B-Players Can Become Your Hidden Resource
Not only are B-players the most likely long-term employees of your firm, they also have the potential to contribute greatly if they are appreciated and nurtured. Set aside time to make a difference in their lives. It can pay dividends in the future. If they are made to feel a vital part of the organization, B-players can become an even more productive "backbone" at your business.
Contact us to get advice from a Business Coach to help you manage your team.