Harvard Business Review periodically writes about how to manage ‘A Players,’ B Players or, occasionally, even C Players. As for managing C Players, they suggest, basically, keep the dude on a short leash and if he even breaks wind sack him!
As for A Players they get it all wrong, as usual. HBR editors summarize one A Player article, ‘How to Keep A Players Productive,‘ offering:
The key is understanding what makes your A players tick. The author suggests that you assist your stars by offering them authentic praise, helping them set boundaries, and teaching them to play nicely with subordinates. In the process, you can turn these high performers into even more effective players.
You have got to be fucking kidding me!!!
Praise, cuddling, coddling, and fucking ‘how to play with subordinates’!
This says it all.
Not only do these guys miss the mark, again, they are not even really talking about A players. ‘A’ players have already left the building or never showed up in the first place. What you are talking about are the cleverest ass-kissing rule followers who got their MBAs from some preppy-ass university that is written about every month in Business Week.
Fuck HBR!
The real A players work in small entrepreneurial tribes, for themselves and with friends on really cool shit. Let’s get to the chase: true A players don’t take orders from anyone.
Have an ‘A player’ day.
The Butcher
2 Comments
I think there’s a difference in terminology.
Some people really love their jobs here in $BIG_COMPANY. They have the ear of the right people, they’re productive in the right ways and they have good hair.
To the rest of us, they’re zombies.
A hundred years ago in another life, I was a corporate ‘A’ player. I believed every iota of BS that I was fed.
Wow, had you said this was an excerpt from a business primer from 40 years ago, I wouldn’t have doubted it for a second.
Here’s how I strive to treat my “A Players”:
* I don’t for a second imagine they are “mine”. I make it clear that I am honored that they are working with me.
* I give them real responsibility. That means I won’t jump in and override their decisions. It also means they have the freedome to make mistakes.
* I make sure they know it’s not only ok to make mistakes. I expect it.
* I treat them with the respect they deserve. That means I tell them the truth.
* I share successes *and* failures with them.
* I make sure they have room to pursue projects and ideas simply because they’re really interesting.
* I brag about them, write about them, and give them as many opportunities as I can to advance their careers, whether it’s with me or others.
Done right, “A Players” (I prefer to think of them as Rock Stars) stick around because they’re happy and fulfilled. Productivity becomes inevitable.