A, B and C Team Members

 

Potential or current team members can be categorized as A, B, or C Team players. This is not about being a good or bad person but about being able to play well on your team.

A-team players are self-directed, highly competent, committed to the team, and hard-working. They are committed to your values and mission, require little management, and are results-oriented. A Team players have high EQs, work well with others, and have good self-awareness. They live and breathe the culture and the mission.

B-Team players are committed to the team, work hard, buy into your values and mission, are results-oriented, and have high EQ, but may require more direction. Generally, B-team players are less creative or entrepreneurial than A-team players, but given concrete direction, they will do their work diligently and faithfully.

C-Team players may or may not be competent (some are very competent and may even be  'stars'). But they have a fatal flaw that disqualifies them from serving on your team. Disqualifiers include lack of tangible results, laziness, lack of buy-in or adherence to your mission or values, low EQ that disrupts relationships on the team or elsewhere, inability to work productively as a team player, or immaturity requiring constant management. 

Let me say what many in the Christian world are unwilling to say: C Team players do not belong on our teams, no matter how 'nice' they are or how long they have been with you. To allow them to stay is to condemn the rest of the team to frustration and to compromise the organization's mission. Remember, we are using God's resources to further God's Kingdom. We are responsible to our donors, the Kingdom, and the organization's mission to ensure that we deliver on the mission.

The question one needs to ask about C-Team players is whether the fatal flaw can be dealt with so the individual can move from a C-Team player to a B-Team player. People operating at a C-Team level in terms of results are in the wrong job (wrong seat), so you may want to do some testing and try an alternate job if one is available. What is not wise is to leave an incompetent person in place. Your credibility as a leader will be legitimately tarnished with the rest of your team if you do not deal with performance issues - or other fatal flaws.

No matter how competent an individual is, if they don't live your values or believe in your mission, they don't belong on your team. Your culture and mission are sacred, and those who don't live both do not belong on your team. Culture is fragile and critical. Those who don't live the culture are hurting you no matter how smart and competent they are. This is evidenced in many ways, especially in how they treat others. No one who violates others should be on the team. They will destroy your team. Anyone who uses people like objects rather than appreciating them as people will help you build a healthy culture.

Before deciding whether someone is a C-Team player, ask whether they have ever been coached or mentored. And whether anyone has ever been honest with them regarding problematic issues. If not, you owe it to them to put them through a process to see if they can be retooled and brought up to a B-team level.

A and B Team folks are the heart of any good team and organization. In some higher-level jobs, you will need A-Team players. In many jobs, a solid, faithful B Team player is precisely what you need. Know that you need and work to fill positions based on that need.

One of the realities of organizations is that someone who is an A or B Team player at one phase of an organization's life can slip to a B or a C at another. Most people have a built-in "capacity ceiling" where they cease to be effective. Thus, a youth worker who was a star when she had 20 youth in her group (she could personally relate to 20) starts to slip when she has 60 (she cannot relate to 60 and is not able to build a team to help her).

It may be a case of being unable to multiply themselves to lead a larger number of people, or they have just quit growing (an all too common scenario). If coaching and mentoring do not solve the issue, you may have to move them to another seat on your bus or help them, redemptively, find a seat on another bus. What you cannot do is allow someone to function at a sub-standard level without directly impacting the rest of your team and the results of your ministry. At any stage of your ministry's life, having the right people in the right seat is critical if the ministry is going to develop to the next level of effectiveness.

Your first responsibility as a leader is to ensure the health of your organization while always acting redemptively when a change is needed. People who are not doing well are usually not in their sweet spot, and they often know it. Leaving them there is not fair to the organization and others on your team, and in the end, it is not in the best interests of the one who cannot play at the level they need to play at.

What I have learned as a leader about my assumptions and evaluation of staff

 

Leaders evaluate their staff regularly to themselves and in conversation with others. Our ability to do this fairly and with grace matters because our evaluations impact their jobs, sometimes their future, and the opportunities that we give to them. In addition, when there are discussions about staff (in appropriate settings), we must exhibit a generosity of spirit and be fair and balanced in our attitudes and comments.

As a younger leader, I was more critical and less understanding and made faster judgments that were only sometimes fair or balanced. From the perspective of many years of managing others, I have several principles that I try to live by when it comes to my judgments of staff.

One: Be circumspect about what you assume and hear from others about staff members. We all have biases, and often, what is shared about someone else may not be entirely accurate or based on second-hand rather than first-hand information. When I hear something negative and don't know all the facts, I will "think grey" rather than make a judgment that I don't have enough information to make. Thinking grey means that I suspend judgment until I have all the information. This has kept me from making what would have been a poor decision on many occasions.

This means that we should give people the benefit of the doubt. When something does not go right, or there is a conflict, it is easy to judge character, motives, or competency. Often, explanations for what has transpired give us a greater perspective if we wait to see what the facts are. Things are only sometimes what they seem!

Two: I have learned that I should not judge motives because when I do, I am almost always wrong. When we judge motives, we make assumptions about the intent behind some action. Ironically, we never judge our motives as being suspect because we know ourselves, but we often judge the motives of others. 

90 plus percent of the time, when I have judged the motives of others, I have been wrong. I try hard to think grey and assume the best rather than assuming anything negative. With time and dialogue, clarity can be achieved.

Three: Remember that people can change, and they do. Just because someone has deficits does not mean that they will necessarily stay that way. Most people want to grow and develop. The problem I have observed in ministries is that in the name of "grace," we don't level with people on issues they have, so they have no way of growing and developing. This is particularly true in relational disconnects or EQ issues where some truth-telling and coaching could change the picture. All of us have areas where we need to grow. I assume that people will grow and develop unless experience tells me differently.

Four: Be careful of allowing "in" and "out" groups to develop because of our evaluations. In a healthy organization, everyone should be in the "in" group. If someone cannot do their job or have some sort of fatal flaw, they need to be graciously moved on. But, leaders should not create "in" and "out" groups based on staff evaluation.

Five: We should want everyone to succeed. This means that when there are developmental issues, whether relational, emotional, or necessary skills, we ought to have ways to help staff members grow. As leaders, we are here to help people succeed, so we invest our time and energy in doing so. If there are issues, let's figure them out if they can be figured out. Let's develop our staff if they can be developed. We need to value people and treat people with dignity and respect.

Six: We should display generosity of spirit. Leaders who are generous in spirit want the very best for their staff, believe the very best in their staff, and will invest themselves to help their staff succeed. The generosity of spirit includes building cultures where people are most likely to succeed and where we can draw the best out of our people. 

If you are a leader, be generous in your attitudes and assessments of staff and their development and success.