The A-player Myth Hurting You and Your Company
posted by Darryl Clements 大多数公司在招聘时候，非常青睐于那些最具禀赋和才干的人才 A-player，然而并非所有的A-player都能更好的适应你的公司，有时候，过分的迷信于那些A-player神话，将会给你的公司发展带来不利的影响。
I'm a big fan of getting the best talent available. When I give advice to colleagues and clients, I usually tell them to get A-players whenever you can. I'm not alone. Just about every big-name business leader out there says the same thing, get A-players. I can understand why. A-player emphasis and mentality fits traditionally hierarchical, promotion- and level-based organizations. But what happens when the organization is flat? What happens when too much emphasis and too many resources are given to A-players? What happens if your organization simply can't support the traditional A-player approach you've implemented? Here are some reasons why the A-player myth might be hurting your company and what you can do about it right now: You take A-player mentality and emphasis too far. Great teams consist of more role players than all-stars, and your business probably operates that way too. If you follow the common 10-80-10% bell curve distribution, do your measurements validate that top 10% receiving such a large portion of resources and attention compared to the 80% contributing middle? In most cases, it probably won't. Start spreading some of your time and resources to those strong performing B-players. A-players don't always want the A-positions. A-players want positions that support continued A-player self-development and progress. A-players want positions with visibility and titles. Not all A-positions satisfy are highly visible or come with the fabulous titles. Even when they do, the position can still be unappealing to A-players. Don't force A-players into these roles; give the opportunities to top-performing B-players. Many B-players may not want to regularly relocate or take assignments that conflict with there overall work-life connection, but many strong B-players would gladly step into challenging roles as long as they know it's not committing to a career of up-and-out or relocate-on-demand that many A-players often find more appealing. A-players don't necessary attract or develop other A-players. I'm not saying all A-players don't attract talent. I'm saying a lot don't. Why are A-positions constantly in-demand and hard-to-fill no matter how many A-players (supposed talent magnets) you have on board? Even more telling, how many of you're a-players have developed a reputation of hiring, developing, or influencing better performance out of direct reports or others outside direct control? How many of you're A-players are known for hiring or developing others with more talent and potential than they have? Make finding, developing, and retaining A-players a part of A-player accountabilities. Challenge A-players during hiring or internal movement decisions to choose someone with more experience and better potential than the A-player has themselves. Track and measure how the people A-players hire move throughout the organization. A-players have a tough time objectively assessing performance and development of strong B players who have different career goals and personal approaches than themselves. There's a lot positive about looking for cultural fit and common beliefs and philosophies when determining exactly who is or isn't an A-player. However, don't fall into the someone just like me habit to a point that it hinders your ability to expand your definition and vision of what it takes to be an A-player and who fits the A-player profile and the strong-performance B-players who just missed the cut. Conduct a third-party facilitated review of your complete A-player and almost A-player depth chart. Allow the outside facilitator to challenge your individual and common assessments to ensure group-think hasn't blinded you from getting a truly accurate picture of you're A-player depth and strong B-talent that often gets overlooked and underutilized. Ok, now you're wondering, why on earth would I hit the pause button to re-think my A-player philosophy and strategy? Here's why: You can find more A-players hidden by circumstance and career interest inside your organization instead of spending huge fees to placement consultants. Wouldn't you rather pay a consultant to help you find more hidden talent inside your organization than just another placement fee? It's critical yet easy to jumpstart A-players in the A-player identification and development process. Some easy ways to get more A-player involvement immediately are by giving every A-player accountability for: 1.Identifying 1-5 strong-performing B-players who are organizational influencers and pack leaders (can easily get directly or indirectly get information and results from others across the organization). Don't let your own or one manager's opinion get in the way of seeing that some B-players have been caste out of A-player status for no apparent reason or something that can be easily addressed. 2.Identify 1-5 strong-performing B-players who currently accelerate the performance of others. Consider whether their current roles are hindrances to A-player status and performance. Often, A-players get chances to avoid dead-end roles and assignments that B-players can't avoid. Positions kill strong-performing B-player careers just as often, if not more, than the individual B-player's results. 3.You're so committed to traditional A-player mentality that you can't see that it doesn't fit today's or tomorrow's workforce realities. 4.Strong B-players don't stick around if they think they're forever frozen out of the A-player Club or aren't valued and recognized for often being B-players in good A-position roles. They're not going to ask you to include them in the club. They'll go to another company desperate to include them in the club from the day they're hired. It probably takes some self-critique and self-challenge to go down the path I just pointed out. It's probably unappealing, and you're thinking I don't have time for this. But ... Wouldn't an A-player think this way and be leading others to follow a similar approach? Oh well - I'm just saying ..... 管理新知 您可能感兴趣的文章 抢先看！今年的省政府工作报告出现了哪些新词？
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