The beginning of the year represents a timely opportunity for employee reviews and providing feedback regarding performance and development. This is a cherished time for most leaders; it is the chance to reflect on the milestones achieved in the past year and the creation of new objectives for the new year. Annual reviews allow managers to praise positive behaviors, award well-earned promotions, and continue to bring out the best in each team member. In organizations around the world, the New Year brings revived optimism.<\/p>\n
As a manager, creating a well-rounded and high-performing team is one of the most fulfilling aspects of leadership. Seeing and helping superstars develop, watching individuals become more confident with their unique abilities, and grooming the next generation of leader within the organization is incomparable.<\/p>\n
\u201cB\u201d and \u201cC\u201d Players<\/strong> We all recognize \u201cA\u201d Players. These are the star performers, with the highest potential, and who can step up to and handle any challenge or new scenario. In his book, Leading Apple with Steve Jobs, former Apple senior vice president Jay Elliot details his former boss\u2019 strategies for hiring \u201cA\u201d Players. \u201cI noticed that the dynamic range between what an average person could accomplish and what the best person could accomplish was 50 or 100 to 1. Given that, you\u2019re well advised to go after the cream of the cream \u2026 A small team of A+ players can run circles around a giant team of B and C players.\u201d<\/p>\n So where does that leave the \u201cB\u201d and \u201cC\u201d Players? \u201cB\u201d Players are competent, steady performers who balance their work and personal lives while still performing a significant amount of tasks that need to be done. They stay in their lane, don’t require a great deal of attention, and they get the job done.<\/p>\n On the other end of the spectrum, \u201cC\u201d Players sometimes make up the smallest segment of the team yet require the most time and attention. They are the employees with a constant litany of excuses \u2013 a vehicle is broken, someone is sick, excessive days are missed, and the workload either gets passed to someone else or delayed altogether. They walk the fine line between \u201cgood enough to get by\u201d and \u201cfireable offense worthy of termination.\u201d They are granted continual employment primarily because the act of hiring, training and managing someone you don\u2019t know is sometimes more intimidating than continuing to deal with the perpetual issues of the presently employed \u201cC\u201d performer.<\/p>\n Topgrading<\/strong> Thus, again the question is raised: where does that leave the \u201cB\u201d and \u201cC\u201d Players? Smart writes: \u201cTopgrading does not necessarily mean that you must fire every B player in your company; however, if you currently have less than 90% A-player employees, then you will likely engage in a painful, uphill battle.\u201d Smart advocates that all companies should strive to hire 90% A-players, promote 90% A-Players, and eventually achieve 90% A-players in management.<\/p>\n Proactive vs. Reactive Topgrading<\/strong> Consider focusing on proactive hiring that improves the strength of your bench \u2013 not just hiring that fills empty seats. Spend less time addressing reoccurring performance issues and instead craft a hiring plan that proactively attracts the \u201cA\u201d or \u201cB+\u201d contributors to the team. Will 100% of an organization be comprised of \u201cA\u201d Players? Not likely. But be proactive in hiring replacements that will create a topgraded bench for 2015 and beyond.<\/p>\n Finding People Who Make a Difference\u00ae<\/strong> \u2014Karen Schmidt<\/p>\n","protected":false},"excerpt":{"rendered":" The beginning of the year represents a timely opportunity for employee reviews and providing feedback regarding performance and development. This is a cherished time for most leaders; it is the chance to reflect on the milestones achieved in the past year and the creation of new objectives for the new year. Annual reviews allow managers to praise positive behaviors, award well-earned promotions, and continue to bring out the best in each team member. In organizations around the world, the New Year brings revived optimism. As a manager, creating a well-rounded and high-performing team is one of the most fulfilling aspects of leadership. Seeing and helping superstars develop, watching individuals become more confident with their unique abilities, and grooming the next generation of leader within the organization is incomparable. \u201cB\u201d and \u201cC\u201d Players A less enjoyable component of management is the act of working with and coaching the perpetual underperformers. Every department has them, every leader has struggled with them, and some may even have a few who come to mind immediately. They are the few who we try to encourage, who we try to train, and for whom we hold out hope that change will come, but it can seem like an endless cycle of performance management and frustration. We all recognize \u201cA\u201d Players. These are the star performers, with the highest potential, and who can step up to and handle any challenge or new scenario. In his book, Leading Apple with Steve Jobs, former Apple senior vice president Jay Elliot details his former boss\u2019 strategies for hiring \u201cA\u201d Players. \u201cI noticed that the dynamic range between what an average person could accomplish and what the best person could accomplish was 50 or 100 to 1. Given that, you\u2019re well advised to go after the cream of the cream \u2026 A small team of A+ players can run circles around a giant team of B and C players.\u201d So where does that leave the \u201cB\u201d and \u201cC\u201d Players? \u201cB\u201d Players are competent, steady performers who balance their work and personal lives while still performing a significant amount of tasks that need to be done. They stay in their lane, don’t require a great deal of attention, and they get the job done. On the other end of the spectrum, \u201cC\u201d Players sometimes make up the smallest segment of the team yet require the most time and attention. They are the employees with a constant litany of excuses \u2013 a vehicle is broken, someone is sick, excessive days are missed, and the workload either gets passed to someone else or delayed altogether. They walk the fine line between \u201cgood enough to get by\u201d and \u201cfireable offense worthy of termination.\u201d They are granted continual employment primarily because the act of hiring, training and managing someone you don\u2019t know is sometimes more intimidating than continuing to deal with the perpetual issues of the presently employed \u201cC\u201d performer. Topgrading Most would agree that the ability to recruit and retain the top talent that exists in the industry is paramount to the success of an organization. In Topgrading, industrial psychologist and global consultant Bradford Smart expands on the three levels of contributors within an organization. \u201cSimply put, topgrading is the practice of packing the team with A players and clearing out the C players,” Smart writes. \u201c\u2019A players’ is defined as the top 10 percent of talent available at all salary levels–best of class. With this radical definition, you are not a topgrader until your team consists of all A players. Period.” Thus, again the question is raised: where does that leave the \u201cB\u201d and \u201cC\u201d Players? Smart writes: \u201cTopgrading does not necessarily mean that you must fire every B player in your company; however, if you currently have less than 90% A-player employees, then you will likely engage in a painful, uphill battle.\u201d Smart advocates that all companies should strive to hire 90% A-players, promote 90% A-Players, and eventually achieve 90% A-players in management. Proactive vs. Reactive Topgrading Achieving a team comprised of 90% \u201cA\u201d Players might be a significant leap for most teams. Instead, keep one foot firmly planted in present day reality while making immediate and proactive efforts to improve the future bench. Evaluate those on the team who would score less than a \u201cB+\u201d grade for competency, reliability, and consistency. With those individuals, provide concrete feedback and opportunity for measurable improvement. Negative performance issues should be validated by at least two or three specific examples, and collaborate on a plan to move forward with a resolution. Consider focusing on proactive hiring that improves the strength of your bench \u2013 not just hiring that fills empty seats. Spend less time addressing reoccurring performance issues and instead craft a hiring plan that proactively attracts the \u201cA\u201d or \u201cB+\u201d contributors to the team. Will 100% of an organization be comprised of \u201cA\u201d Players? Not likely. But be proactive in hiring replacements that will create a topgraded bench for 2015 and beyond. Finding People Who Make a Difference\u00ae The Sanford Rose Associates\u00ae Executive Search Network is comprised of independently-owned firms who are committed to \u201cfinding people who make a difference\u00ae\u201d. Executive Search Review has recognized the totality of the Sanford Rose Associates network as being one of the Top 11 Search Firms in North America. Sanford Rose Associates has 60+ offices worldwide and is a member of the International Executive Search Federation (IESF). To learn more about how to create a bench of \u201cA\u201d Players, please reach out to your Sanford Rose Associates\u00ae executive search consultant today. \u2014Karen Schmidt<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[10],"tags":[318,4,7,9],"class_list":["post-1350","post","type-post","status-publish","format-standard","hentry","category-sra-updates","tag-employer-branding","tag-human-resource-tips","tag-sanford-rose-associates-best-practices","tag-sra-update"],"yoast_head":"\n
\nA less enjoyable component of management is the act of working with and coaching the perpetual underperformers. Every department has them, every leader has struggled with them, and some may even have a few who come to mind immediately. They are the few who we try to encourage, who we try to train, and for whom we hold out hope that change will come, but it can seem like an endless cycle of performance management and frustration.<\/p>\n
\nMost would agree that the ability to recruit and retain the top talent that exists in the industry is paramount to the success of an organization. In Topgrading, industrial psychologist and global consultant Bradford Smart expands on the three levels of contributors within an organization. \u201cSimply put, topgrading is the practice of packing the team with A players and clearing out the C players,” Smart writes. \u201c\u2019A players’ is defined as the top 10 percent of talent available at all salary levels–best of class. With this radical definition, you are not a topgrader until your team consists of all A players. Period.”<\/p>\n
\nAchieving a team comprised of 90% \u201cA\u201d Players might be a significant leap for most teams. Instead, keep one foot firmly planted in present day reality while making immediate and proactive efforts to improve the future bench. Evaluate those on the team who would score less than a \u201cB+\u201d grade for competency, reliability, and consistency. With those individuals, provide concrete feedback and opportunity for measurable improvement. Negative performance issues should be validated by at least two or three specific examples, and collaborate on a plan to move forward with a resolution.<\/p>\n
\nThe Sanford Rose Associates\u00ae Executive Search Network is comprised of independently-owned firms who are committed to \u201cfinding people who make a difference\u00ae\u201d. Executive Search Review has recognized the totality of the Sanford Rose Associates network as being one of the Top 11 Search Firms in North America. Sanford Rose Associates has 60+ offices worldwide and is a member of the International Executive Search Federation (IESF). To learn more about how to create a bench of \u201cA\u201d Players, please reach out to your Sanford Rose Associates\u00ae executive search consultant today.<\/p>\n