A-player mythology pervades leadership circles. These mythical beasts deliver 3-5x standard output while attracting more unicorns to your stable. The promise is seductive: fill your ranks with these superstars and watch your company soar.
You want them. You need them. You don’t have enough.
Why? Because true A-players are vanishingly rare. And the real problem isn’t finding them—it’s seeing your actual team.
The uncomfortable truth
Your organization is built on B-players who occasionally perform at A-level in the right conditions. This isn’t failure; it’s reality.
Look closely at your team distribution and you’ll likely see what research confirms: 10-15% consistent A-performers, 70-80% solid B-players who fluctuate between A and C performance depending on circumstances, and 5-10% genuine C-players struggling to meet baseline expectations.
Even your stars have C-moments. That brilliant engineer hits creative blocks. Your sales wizard goes through slumps. Your operations genius occasionally misses details.
“The people who are crazy enough to think they can change the world are the ones who do.” – Steve Jobs
Jobs understood something crucial: greatness isn’t a permanent state. It emerges when potential meets opportunity.
Building brilliance
The hallmark of exceptional leaders isn’t hunting unicorns but cultivating growth conditions:
Clear expectations
Set unambiguous standards. Most underperformance stems from unclear targets. When people know exactly what success looks like, mediocre performers often surprise you. Clarity creates capability.
Deliberate development
Invest in skills that matter. Through focused improvement, B-players become A-performers. Identify the few critical abilities that elevate performance in each role, and then build systematic development around them.
Match strengths to challenges
People shine when their unique abilities align with meaningful problems. The gap between a B and an A often isn’t ability—it’s alignment. Reorganize responsibilities to maximize strengths rather than minimize weaknesses.
Handle genuine C-players
Some consistently underperform despite support. Make tough decisions quickly. A single persistent C-player damages team standards more than losing them hurts productivity. Compassionate exits protect both culture and individuals.
The honest path forward requires abandoning the fantasy of assembling a complete A-team and creating environments where people can consistently have A-player moments.
Leadership isn’t collecting superheroes. It’s creating spaces where ordinary people accomplish extraordinary things.
Your job isn’t finding perfect people. It’s helping imperfect people find their greatness.
