Effective leaders know that people, not technology, market share or operating processes, are the critical core of their organizations.  These same leaders recognize that the "B" players in the organization can make or break them in their march forward to achieving the vision they are championing. The "B" players are those who show up on time every day, perform their jobs credibly and reliably, and who keep their expectations and demands at a reasonable and manageable level.  They are the essential support cast for those who are out front leading the production.  They ensure that day-to-day operations happen consistently, productively and without incident.  "B" players are usually positioned at three levels in the organization:   individual contributor, first line supervisor and middle manager.  The are not usually senior managers and executives.

The bottom line is leaders who acknowledge, understand and proactively support "B" players come to experience positive employee morale, stable operating processes and high productivity.  Leaders who fail to do so put themselves at considerable risk of managing  dysfunctional organizations characterized by low morale, ineffective operating processes and mediocre productivity..

The Strategy:  Leading "B" players by acknowledging, understanding and proactively supporting them

1.  Acknowledging Uniqueness

The perspectives and expectations of "B" players are different from the other players.   They, more than any other group of workers, usually have the general good of the organization at the heart of their priorities, and above what's in it for them.  They take considerable pride in day-to-day achievements that have seemingly small immediate impacts, but in reality have longer term effects on organizational stability.

"B" players like to have their value recognized and are usually reasonable and modest in their demands.    And, their work ethic is characterized by the basics:  they come to work on time, knowing what to do,  and prepared to give a fair day of  labor for a fair day of  return with the expectation they will do the same tomorrow.  These are the players who pay attention to essential details that often escape the attention of their supervisors and executives.   

Usually "B" players have some history with the organization and considerable familiarity with the various cultural change initiatives the organization has undertaken in response to changes in leadership.  They know what has "stuck" and what has not.  They ardently and quickly distinguish between the "flavor of the day" cultural change initiatives and those that are grounded in clear operational knowledge and experience.  "B" players make up the solid core of about 60% to 65% of employees in most organizations who will support change when they understand the reasons and the desired outcomes for the change.  (See Strategies & Solutions from Jim Jose dated August 1, 2003 entitled "Leading Employees Through Organizational Change.")

2.  Understanding Motivation

Effective leaders readily and routinely acknowledge how critical "B" players are to the long-term success of their organizations. "B" players can be influential opinion leaders in any organization. To effectively reinforce the positive influence that "B" players can have, leaders must first understand what motivates them.  There are three qualities that separate them from the other players: 

1.  A fundamental need of the "B" player to have an effective balance between work life and personal life. They value the freedom that comes with a balanced life.

2.  Their calling to be loyal, competent and productive employees.

3.  The basic desire to  be left alone to do their job - they are "quiet employees" who expect to be recognized  for their worth in private.

"B" players can be depended upon to respond loyally to the urgent needs that arise from time to time in order to get the job done and to protect the best interests of the organization.  Their loyalty to the organization is tied to their own sense of job security and pride of work ethic.   They resent being taken away from their work and are usually not interested in what they term "touchy/feely" team building exercises that keep them from doing what they are getting paid to do.  However, they will support diversions that make sense to them, particularly  if their supervisor is involved in the process, supports it and asks them to participate. Their job is important to them as a means to ensure a fulfilling and balanced life and is decidedly not seen as another step on a career ladder.  Usually, "B" players do not have and prefer not to have career ladders.

3. Pro-active Support

Effective leaders take the initiative to seek out ways to support the influence and work of the "B" players.  Here are examples that work, in the context of the three qualities mentioned above:

1.    Work Life - Private Life Balance:

    -  Pattern rewards that fit this need, such as time off, monetary bonuses and tickets to community events that are meaningful to them.  (Avoid giving opera tickets to devotees of tractor pulls, unless of course they are also opera buffs!)

    -  Engage them in brief conversations about their family and community life when managing by walking around - and avoid probing too deeply into their challenges. A simple greeting of the day from their supervisor or an executive often suffices to stir their work ethic.

    -  Keep their work schedule predictable and avoid calling them in on days off and weekends; discourage taking work home.

2.    Calling to be Loyal, Competent, Productive:

    -  Create opportunities for "B" players to represent the organization at important community events where they can proudly associate with the organization.

    -  Single them out for praise and specific recognition in subdued public settings, such as staff meetings, and in one-on-one conversations.

    -  Acknowledge their competence by selecting them to train new employees, ask them to be the lead in work teams created to solve productivity problems, and do give them longevity awards as well as awards for competence and productivity.

3.    Desire to be Left Alone:

    -  Make sure they are "given their space," unimpeded by incessant and pestering meetings and special assignments that take them away from their work.

    -  Spend only "moments" with them when managing by walking around - not extended discussions about what they are doing, what resources they need and how you can support them.  Simply let them know you are assured they will tell you these things in their own time when they need to do so

    -  Stress how essential they are to the organization when you do need them to participate in group tasks or information/communication meetings.

Final Thought

Contact me to discuss creating a plan for effectively leading "B" players in your organization:  E-mail:  jim@jimjoseassociates.com OR call me at 520 / 825 - 8015.

EDITOR'S NOTE

Strategies & Solutions is published by Jim Jose Associates LLC to help you develop more effective people, leaders, processes and organizations.  Jim Jose, Ph.D., SPHR, is an organizational strategist whose results-oriented, people-focused approach is valued by both public and private clients throughout the western US, including Alaska. For more information, visit www.jimjoseassociates.com.

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