Motivating the B-Players to Help Reach Their Maximum Potential
The players on the sideline bring as much value as the stars on the court if you know how to lead them

As managers, we are easily attracted to our team members who constantly perform at a high rate. Why wouldn’t we when they make our lives as their managers much more manageable?

On the other hand, we also have C-players in the team whom we inadvertently zeroed in our attention. These team members need our constant guidance and support to get the job done. Coaching the C-players can also consume a lot of a manager’s time.

More often than not, managers tend to pay less attention to the B-players in their respective teams. This is because they are less flashy than the so-called ‘star players’ and require less supervision and management than those lagging. But B-players, or those performing at the ‘meets expectations’ level, also bring value to the company, minus the flash and bang of the group’s top performers and squeaky wheels.
Who are the B-Players?

Many high-performing leaders tend to prefer the A-players, as they share a lot of characteristics and work ethics. However, it is essential for companies also to recognise those who bring a different kind of excellence to the workplace.

They are introverts

The B-players within the team can be tricky to spot. In most cases, the B-players are the ones who are quietly minding their work. A lot of managers tend to overlook the B-players because of their quiet nature. However, subtle does not always equate to subpar performance. A lot of B-players perform at high levels, as well, and would often let their work do the talking. Many of the B-players are also introverts who do not like to have the spotlight on them, even if it’s necessary.

They are dependable and loyal

While managers can depend on their A-player to bring more value (i.e. money, customers, etc.), managers can rely on their B-players for stability and loyalty. They are the ones whom the management can depend on in the long run. According to the Harvard Business Review, A-players have the tendency to be more concerned about their personal brand because they know that they are performing well and are an asset to the company. Because of their personal belief, many leave the company early in the search for the next big challenge.

Meanwhile, many of the B-players are often more concerned about the company’s well-being than their image. Many of them also stay longer in the company because of the camaraderie built over the years.

They value work-life balance

Another reason B-players tend to fly under the radar is that many value their time outside of the workplace, which increases their productivity at work.

Because they put a premium on their lives outside the office, the people in the B group are often less likely to spend more hours after work. Therefore, they are less inclined to hobnob with the bosses for after-work drinks, often leading management to think they are less committed to the job. However, in reality, B-players are more productive in the long run, as they do not burn out as fast as the star players.

Turning Bs to As

Get to know them well

Because they require less interaction with the management, B-players spend less time with their managers.

One way to support B-players is to take the time to get to know them on a personal level. As the manager, you will gain better insight into how they work and approach situations when you give them the floor to talk about what they do. In addition, by having a real connection with your B-players, you will get to appreciate the value they bring to the company while also boosting their morale.

Give them opportunities to shine

In many organisations, big projects are often delegated to the stars simply because management believes they can handle them. Unfortunately, this preference overshadows quiet and dependable B-players who are not always given a chance in the spotlight.
Managers can support their B group by giving them the opportunity to shine. Most of the time, B-players quietly wait for their turn to lead but are often overlooked.

Provide intentional encouragement

Another way to support B-players is for managers to encourage them more intentionally. For example, think of ways to reward your B-players for performing well, such as handwritten notes that highlight their contributions can often make one feel valued.

While we all want team members who consistently perform at a high level, the reality is that A-players make up a small percentage of the team. However, that does not mean the other team members are not as good as the stars. With the right encouragement, support, and friendly push, B-players can rise to the occasion to become A-players themselves.