Prep Your Leadership Team to Make It to The Final Four

In any organization, whether it be a corporate office, a sports team, or a printing company, the composition of the team plays a critical role in its success. That top level point guard doesn’t want to be on the court with teammates who can’t catch their no-look pass or make that jumper when they’re wide open. A common adage states that you are the average of the five people you spend the most time with. This principle underscores the significance of surrounding oneself with high-caliber individuals who inspire growth, excellence, and innovation. Within this context, A-level players, who are top performers and leaders in their respective fields, may find it challenging or even undesirable to collaborate with C-level players, who may exhibit lower levels of competence, motivation, or professionalism. Let’s explore the reasons I see why A-level players may seem disruptive and/or hesitate to work with C-level players and offer some insights into building a more cohesive and productive team dynamic – one that can go to the final four.

My experience shows that most A-level players are driven by a strong sense of ambition and achievement. They possess a relentless pursuit of excellence of themselves and of those around them. These are the ones that arrive first to practice and are the last ones to leave. They are committed to pushing boundaries, setting new standards, and achieving remarkable results. However, when working alongside C-level players who may demonstrate mediocrity or lackluster performance, A-level players may feel frustrated, demotivated, or constrained. They thrive in environments that challenge and inspire them to continually elevate their game, and the presence of underperforming colleagues may become an impediment to their ability to fully unleash their potential. As such, A-level players may prefer to align themselves with peers who share their drive for success and contribute actively to a culture of excellence.

This is as much about alignment and setting expectations as it is A-level and C-level players. Face it, a team of superstars rarely win championships. You need a good mix of team members who all can play their position, and all play nicely in the sandbox – however those roles are defined.

Collaboration and synergy within their teams are other trademarks of A-level players. They understand the importance of collective effort, shared goals, and mutual respect in achieving success. However, when working with C-level players who sometimes exhibit apathy, incompetence, or toxic behavior, A-level players may view that as a barrier to effective collaboration. They value professionalism, integrity, and accountability in their interactions with colleagues, and any deviation from these principles can undermine trust and cohesion within the team. A-level players may be reluctant to invest time and energy in partnerships with individuals who fail to uphold these standards, as it can detract from the overall effectiveness and morale of the team.

Lastly, A-level players seek environments that foster personal and professional growth. They thrive in cultures that encourage continuous learning, innovation, and development. However, when working with C-level players who resist change, are stagnate in their skills, or exhibit a lack of ambition, A-level players may feel stifled or unfulfilled. They are driven by a desire to expand their knowledge, hone their expertise, and pursue new challenges, and any complacency or resistance to improvement can impede their progress. A-level players are more likely to gravitate towards environments where they can learn from their peers, exchange ideas, and push each other to excel, rather than settling for the status quo.

A-level players may hesitate to work with C-level players for several reasons. In fact, these top performers may be viewed as disruptive and not very good team players. I would argue that they are team players, but either on the wrong team or on a team that condones, or even embraces complacency. Remember that saying – you get what you tolerate?

• Firstly, they are driven by a strong sense of ambition and achievement and may find it challenging to thrive in environments where underperformance is tolerated.
• Secondly, they prioritize collaboration and synergy within their teams and may struggle to engage effectively with colleagues who exhibit unprofessional or toxic behavior.
• Thirdly, they seek environments that foster personal and professional growth and may feel frustrated by working with individuals who resist change or fail to pursue excellence.

To address these challenges and foster a more cohesive and productive team dynamic, organizations must prioritize recruiting, developing, and retaining top talent while cultivating a culture of excellence, collaboration, and continuous improvement. By investing in the success and well-being of all team members, organizations can create environments where A-level players feel empowered to unleash their full potential and drive collective success.

These are ideas for improving your business results, your culture and your shareholder value. If you have ideas or comments on the subject, please include them below. Good luck and remember, doing nothing certainly is an option, just not a great one!

Mike Philie can help validate what’s working and what may need to change in your business. Changing the trajectory of a business is difficult to do while simultaneously operating the core competencies. Mike provides strategy and insight to ambitious owners and CEOs in the Graphic Communications Industry by providing direct and realistic advice, not being afraid to voice the unpopular opinion and helping leaders navigate change through a common sense and practical approach. Learn more at www.philiegroup.com, LinkedIn or email at mphilie@philiegroup.com.