A, B, C or D. Tell me which kind of player you are.

In the business world, classifying employees into A, B, C, and D players is a widespread practice for evaluating their performance and contribution to the organization. Equally important is identifying and nurturing the A’s as it is recognizing who the D’s are and taking appropriate action

The profile of an A, B, and C player in a Company and the impact of D players

This ‘ABCD’ approach, inspired by models like Jack Welch’s at General Electric, allows for the identification of exceptional talents, reliable workers, those who need improvement, and those who actively harm the company. Beyond their internal impact, the performance of these employees directly influences the company’s key stakeholders—shareholders, employees, customers, and society—either generating value or, in the case of D players, detracting from it. Below, we will explore the profiles of A, B, and C players, their effects on these stakeholder groups, and then delve into the damage caused by D players and what to do about it.

The profile of an A player

A players—see my article in last month’s newsletter—are the stars of the company, representing approximately 7-10% of the workforce. These employees not only meet their goals but exceed them, bringing innovation, leadership, exceptional results, and, most importantly, making everyone around them shine. Moreover, their impact extends beyond the internal sphere and is directly reflected in the organization’s key stakeholders.

An A player stands out for their high intrinsic and, above all, transcendent motivation (their ability to contribute and impact others), proactivity, and capacity to take calculated risks. They are natural leaders who inspire their teams and constantly seek ways to improve processes or solve problems. They possess outstanding technical skills and emotional intelligence, enabling them to handle complex situations and foster collaboration. Their growth mindset drives them to learn and adapt, making them engines of positive change.

In terms of impact, A players generate significant value for all stakeholders. For shareholders, their work translates into higher revenues, product or service innovation, and a competitive edge that increases the company’s value. For employees, they serve as role models, boosting morale and fostering an environment of excellence. Customers benefit from their focus on quality and creative problem-solving, enhancing experience and loyalty. Finally, for society, A players can drive sustainable or ethical initiatives that strengthen the company’s reputation. For example, an A player in marketing might design a campaign that not only boosts sales but also promotes social values, benefiting all these groups.

Retaining A players is a challenge, as their ambition drives them to seek new opportunities. Companies must offer them development, recognition, and appropriate compensation to maintain their positive impact on stakeholders. And yes, it is necessary to establish differences and offer more to those who contribute more.

The profile of a B player

B players are the backbone of the company, making up 70-80% of the workforce. They are reliable and competent workers who fulfil their responsibilities without standing out extraordinarily. While their impact on stakeholders is less than that of A players, it remains positive and essential for organizational stability.

A B player focuses on doing their job well, following instructions and meeting deadlines without needing constant supervision. They don’t typically take the initiative or propose groundbreaking ideas, but their consistency ensures daily operations run smoothly. They are loyal, value job security, and thrive in structured environments.

For stakeholders, B players provide value, though in a more moderate way. Shareholders benefit from their contribution to business continuity, maintaining stable revenues without generating growth spikes. Employees find them reliable teammates who facilitate teamwork, though they don’t inspire like A players. Customers receive acceptable service or products, but rarely exceptional ones. As for society, their impact is limited, as they tend to maintain the status quo rather than drive significant change. For instance, a B player in production will keep the line running but won’t actively seek ways to reduce environmental impact.

With the right support—training, feedback, and opportunities—some B players can evolve into B+ players or even, occasionally, A players, increasing their influence on stakeholders. However, many are content with their supportive role, which is valuable for the company’s balance.

The profile of a C player

C players occupy the lower end of the performance spectrum, representing 10-20% of the workforce. They meet the minimum requirements to keep their jobs, but their contribution is limited, and their impact on stakeholders is nearly negligible. These employees aren’t necessarily incompetent, but their lack of commitment or outdated skills holds them back.

A C player exhibits apathy or resistance to change, completing basic tasks without enthusiasm or attention to detail. They require constant supervision and often create extra work for colleagues by making mistakes or shirking responsibilities. While some could improve with development, many remain at this level due to a disconnect from the company’s goals.

Regarding stakeholders, C players barely add value. Shareholders see no significant impact on financial results, as their work doesn’t drive growth. Employees may feel frustrated by having to compensate for their poor performance, affecting team dynamics. Customers receive mediocre service that doesn’t foster loyalty, and society perceives no notable benefits from their efforts. For example, a C player in customer service might resolve a complaint superficially, without improving the brand’s perception.

C players are a missed opportunity: with proper management, they could elevate their impact, but without intervention, they teeter on the edge of becoming D players. Often, these are individuals whose roles could end up being outsourced to achieve better performance and fewer issues.

The damage caused by a D player

D players are the lowest rung, a minority (around 5%) who not only fail to meet expectations but actively detract value from stakeholders. Their presence is toxic and has a devastating effect on the company and its stakeholder groups.

A D player combines incompetence, a negative attitude, and a lack of accountability. They make serious mistakes, ignore policies, or even sabotage others’ work (usually through negligence, and only very rarely intentionally). Their impact goes beyond poor performance: they poison team morale and generate economic and reputational costs. For example, a D player in a warehouse might cause shipping delays, disrupting the entire supply chain. Or, as a senior executive from a pharmaceutical company recently told me, they might make persistent errors in drug production—drugs that, unfortunately, cannot be marketed, resulting in significant losses for the company.

For stakeholders, D players represent a net loss. Shareholders suffer from reduced revenues and increased costs tied to their mistakes. Employees become demotivated dealing with their toxicity, potentially driving A and B players to leave. Customers experience poor service or defective products, eroding trust in the company. For society, a D player can create negative externalities, such as resource waste or incidents that harm public perception. An extreme case might be a D player in social media posting inappropriate content, triggering a PR crisis.

The economic damage includes wasted salaries, management time, and indirect losses like dissatisfied customers. Their cultural impact is even worse, eroding trust and team commitment.

Conclusion

A players create a transformative impact on stakeholders, B players sustain it moderately, C players barely affect it, and D players destroy it. The key to maximizing value for shareholders, employees, customers, and society lies in nurturing A and B players, improving C players, and parting ways with D players as soon as possible. That said, we can’t let anyone go without first taking steps to steer the company culture where we want it and inviting/helping all employees to embrace that culture.

This requires fostering committed leadership with robust processes and a culture of excellence, ensuring the company thrives without sacrificing its stakeholders.

If you want to know more on the subject and how to identify and extraordinarily manage A, B, C and D players in your Organisation, contact us and we will gladly provide our help.

Author: Sergi Garcia

The Morphing Group®

Managing Partner Europe

Top Teams Strategic Alignment | Cultural Transformation | Talent Management | Leadership Effectiveness | Organizational Agility | TalentFit™

sergi.garcia@morphing.guru

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