Leaders often pride themselves on treating everyone equally. Yet, like skilled gardeners who give different plants varying amounts of water, great leaders know that equitability isn’t always equal.
A McKinsey study revealed that high performers are 400% more productive than average ones in complex jobs. Despite this, managers spend nearly 40% of their time managing poor performers.
Top performers at Microsoft in the 1990s had an unspoken privilege – direct access to Bill Gates for mentoring. This wasn’t favoritism; it was a strategic investment. These selective interactions spawned innovations that defined the company’s future.
The math is simple but brutal. Every hour spent trying to convert a resistant C-player is not invested in unleashing an A-player’s potential or elevating a committed B-player’s game.
A-players multiply impact. B-players build stability. C-players who resist growth drain both. Your attention is a finite resource – invest it where the returns compound.
High-performing cultures aren’t built on equal treatment. They’re built on earned privileges, clear standards, and swift decisions.
Watch where your energy flows. It reveals what you truly value.
