How to Manage B Players Into A Players or Out of the Business
It is critical that we manage our okay performers up or out
Ritika Vijay
, Fri 14 November 2025
When Jonathan Pierce stepped into the role of Chief Operating Officer at Calden Dynamics, he inherited a company that appeared healthy. Projects were delivered on time, revenue was stable, and employee turnover was low. Yet something beneath the surface felt misaligned.
The employees were capable, but not motivated. They met expectations without exceeding them, completed work without innovating, and operated with limited urgency. Over time, the culture had shifted from performance to comfort. The issue was not a lack of talent. It was a growing tolerance for mediocrity.
Confront Hidden Assumptions
Every leader inherits assumptions about what success looks like, but few take the time to examine them. These assumptions often become quiet barriers to progress and performance.
Leaders should ask themselves the following questions:
- Are we rewarding tenure or genuine contribution?
- Are expectations for acceptable performance still aligned with the goals of the organization?
- Would we hire the same people again if we were starting today?
These questions reveal where complacency has taken hold. The problem in many organizations is not low performance. The real issue is a lack of accountability for ongoing mediocrity. Once these assumptions are acknowledged, leaders can take meaningful steps to rebuild standards and expectations.
Elevate Performance Through Coaching and Clear Standards
When performance begins to decline, many leaders immediately consider restructuring or replacement. In many cases the real opportunity is development rather than removal. Most organizations are built not on strong employees, but on underdeveloped employees who are capable of far more. With structure, guidance, and clarity, these employees can often become top performers.
Start With Clear Segmentation
- Players are high impact contributors who consistently set the standard
- Players are reliable employees who meet expectations but require coaching and clarity in order to improve
- Players are individuals who consistently underperform and resist feedback
B Players offer the greatest opportunity for growth. Leaders should provide each person with a clear development plan that outlines specific expectations, measurable goals, and a detailed description of what top performance looks like. Clarity alone is often enough to unlock potential that has gone untapped.
Make Accountability Predictable
Coaching is only effective when accountability is consistent and structured. Employees need to know what is expected and how progress will be monitored.
To create predictable accountability, leaders can take the following steps:
Set clear and measurable milestones within each development plan:
- Hold monthly conversations focused on progress, results, and obstacles
- Review performance quarterly to ensure rewards align with contribution
- Use visible role based metrics so every employee understands what good performance looks like
Predictable accountability removes ambiguity and creates a steady rhythm that encourages improvement. It allows employees to understand where they stand and what steps they need to take to excel.
Know When to Let Go
Even with coaching and clarity, some individuals will not adjust to higher expectations. When progress does not follow support, leaders must take action. Allowing persistent underperformance reduces credibility and discourages top performers who expect fairness in the workplace.
Letting someone go is not an act of punishment. It is a decision that protects the broader culture and preserves the standards that the organization depends on.
Institutionalize the Standard
Sustained excellence requires more than strong intentions. It requires systems that embed accountability into the daily operations of the organization.
To institutionalize high performance:
- Ensure compensation reflects actual contribution rather than length of service
- Evaluate managers based on their ability to develop talent, not only on the results they produce
- Publish clear descriptions of strong performance for every role so expectations are visible
When standards are clear, coaching is consistent, and performance is measured fairly, accountability becomes a natural part of the culture. Teams begin to hold themselves and one another responsible for delivering strong results.
The Leadership Imperative
Within one year of Pierce’s efforts, Calden Dynamics saw higher productivity, stronger engagement, and a shift from comfort toward commitment. Yet the lesson extends far beyond one company.
Leaders everywhere face the challenge of managing teams that are competent but not reaching their full potential. The solution is not dramatic change. It is a disciplined consistency. Leaders must question assumptions, develop people deliberately, hold employees accountable, and make the difficult choices that reinforce the standard.
In the end, the health of any organization is shaped not by its strategy, but by what its leaders choose to tolerate.
