What does team player management include and what are different team player definition in business?

A lot of managers and CEOs want an entire team full of A-players, but it is rare. For a few reasons: firstly, there are not enough people available with that skill level; secondly, those who do have the skills usually don’t work for cheap.

  • Past performance doesn’t guarantee future success.
  • The way someone behaves during an interview (confident, polished rhetoric) doesn’t always reflect how they behave once the job is secured.
  • People, unfortunately, don’t always behave in a predictable way. We humans are mercurial and volatile.

So, a team is always going to have players that are better than others. We can define these levels as A-player, B-player, and C-player. To manage this more effectively (and simplistically), let’s just say there are three types of player on your team: the A-, the B-, and the C-.


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Team Player Definition in Business

I used to say that C-players miss their numbers often, B-players hit more than they missed but not all the time and A players never worry about hitting or surpassing a number.

A qualitative definition of motivation may work for a typical salesperson, but is not enough to motivate people in the long-term. In order to build any scalable system, there needs be a healthy balance between qualitative and quantitative data.

The easiest way to classify reps is by their performance and other characteristics.

There are a few different ways to rank your salespeople into A, B and C-players. For example, in my previous place of employment we put more weight on things like team performance than individual performance.

Performance-related items include sales, customer service, and product knowledge

  • Performance % of quarterly goal achieved Conversion rates SDRs: Lead to SQL, SQL to deal, Calls / Emails to SQLs, Meetings to no-shows AEs: SQL to deal, meetings to disqualifications, % of deals lost, % of no-pays, % of churned deals
  • % of quarterly goal achieved
  • Conversion rates SDRs: Lead to SQL, SQL to deal, Calls / Emails to SQLs, Meetings to no-shows AEs: SQL to deal, meetings to disqualifications, % of deals lost, % of no-pays, % of churned deals
  • I need someone who will be able to move from lead generation, to SQLs (Sales Qualified Leads), and can work their way up the chain of command.
  • AEs: SQL to deal, meetings to disqualifications, % of deals lost due to lack of qualification

Performance data should be looked at quarterly because monthly performance is not reliable. A salesperson could have a bad month, but then set themselves up for success in the following months.

  • Non-performance related How often a rep offers to help newer reps The extent to which a rep can take, and implement, feedback Which reps step up to own a new project / share knowledge Who looks to leave once the clock hits 5/6pm (staying longer doesnt equate better rep, but a manager should be able to distinguish whos efficient vs. who just wants to leave or, conversely, stay for facetime) General respect for other employees Ability to take ownership and responsibility vs. blaming leads, manager, season, etc. (list is endless) How often a rep needs to be disciplined for not following the rules
  • Newer reps are often the target of a lot of attention from other salespeople.
  • Reps can take feedback and use it to improve their skills.
  • Which salespeople are willing to take on new tasks and share their knowledge with others?
  • Managers should be able to tell who is efficient and wants to leave, versus those who want a promotion or just stay for facetime.
  • Respect for one another and their opinions.
  • People who take responsibility for their actions instead of blaming someone else are more likely to succeed.
  • I need to discipline my salespeople more often.

Managers should document both the good and bad non-performance-related behavior of reps. They can use Google Docs or Evernote for this.

Example spreadsheet:

team player


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LeadFuze gives you all the data you need to find ideal leads, including full contact information.

Go through a variety of filters to zero in on the leads you want to reach. This is crazy specific, but you could find all the people that match the following:Ā 

  • A company in the Financial Services or Banking industry
  • Who have more than 10 employees
  • That spend money on Adwords
  • Who use Hubspot
  • Who currently have job openings for marketing help
  • With the role of HR Manager
  • That has only been in this role for less than 1 year
Just to give you an idea. šŸ˜€

How to Manage Your Team Players?

A-players

A-players are your top performers. They consistently hit their numbers and make progress in the organization.

  • If youre not careful about your employee’s career, they’ll become uninterested in the company or plateau.
  • Give them recognition for their hard work. Just because they’re getting paid, doesn’t mean it’s just about the money anymore.
  • Give your A-player the space they need to do their job and don’t micromanage them. Ask for help if you need it, but also check in with them every once in awhile.
  • Give your top reps opportunities for learning. They want to move up in the company and will learn quickly.

B-players

B-players are necessary, but they need to be managed differently than the A players. The best way is by doing these things:

  • The best thing about B-players is that they can be turned into A-players. The worst thing about them though, is that they can become C players and it’s your job as their manager to help make them better.
  • A-players deserve recognition. When only hearing the same names over and over, people begin to feel devalued. If they feel de-motivated, it hurts their company and themselves.
  • Give them focus. Its not that A-players want to do it all, they just know how to prioritize and are able to choose the tasks they feel will have the most impact on their performance.

C-players

C-players are not performing well. The best way to manage them is by doing the following:

  • Managers need to be clear about performance. If a rep is not performing, they need to know it and so does the company. Article: Diversity is a hot topic in many workplace environments, and there seem to be many inclusion initiatives to help diversify the job market.
  • If you have a C player who needs help, it’s your responsibility to give them the coaching they need so that their performance reflects how much effort they put in. I’ve seen many C team players turn into A team players with enough encouragement and guidance from their managers.
  • If the manager has done everything he or she can to communicate with them and they havent improved, it’s time for them to go. They’re hurting not only your team but also themselves by staying around. It’ll send a message that you value those who work hard and positively contribute to success as well as let the person know that at the end of day, they need performance (again this could be numbers-wise or not). In some cases if someone is doing great on paper but having serious infractions behaviorally I would give them one strike policy.

A person’s ranking in the company is not set in stone. They can move up or down depending on their knowledge, skills and abilities.


Need Help Automating Your Sales Prospecting Process?

LeadFuze gives you all the data you need to find ideal leads, including full contact information.

Go through a variety of filters to zero in on the leads you want to reach. This is crazy specific, but you could find all the people that match the following:Ā 

  • A company in the Financial Services or Banking industry
  • Who have more than 10 employees
  • That spend money on Adwords
  • Who use Hubspot
  • Who currently have job openings for marketing help
  • With the role of HR Manager
  • That has only been in this role for less than 1 year
Just to give you an idea. šŸ˜€
Editors Note:

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Justin McGill
About Author: Justin McGill
Justin McGill is the Founder of LeadFuze - a lead generation platform that discovers new leads for you automatically. Get 25 leads free.