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Also support your firm's B players

Jack Welch, legendary chief executive of General Electric Co., popularized the notion of three types of performers in organizations. He called them A players, B players and C players.

A-level players have the highest potential, whereas C players seem to have little or no potential. But what about the B players?

Many organizations focus on their superstars and fail to nurture their B players

who typically comprise two-thirds of the work force. Their A players are encouraged, mentored and rewarded with bonuses and promotions. C players are simply told to seek other employment. But B players -- the backbone of the organization that does a majority of the work -- are neglected.

Employers should nurture and develop the top tier of the work force, but not at the expense of the rest of it.

To ensure your B players stay engaged, it is important to understand them. Gratifying work is often more important to this group than promotions or pay raises. They tend to be loyal unless they feel abused -- in which case, they will quickly take their skills elsewhere.

B players often provide the ballast for the organization and, because of their loyalty, they tend to be the keepers of organizational memory. While they need some initial direction, they don't need their hands held. They are not driven by power, status and money. But they tend to ensure that ideas don't fall through the cracks, and they derive satisfaction from executing the grand ideas from the top.

One way to take full advantage of the talents of your B players is to encourage them to grow through self-directed learning programs. Provide access to these programs and reward employees who participate in them. Another strategy is to occasionally assign special tasks to B players. Determine both their strengths and their desires, and assign them to jobs that capitalize on those attributes.

Most of all, you must be there for them. Provide constant mentoring. Coach them continuously. Show them you want them to succeed and that you respect and appreciate their efforts. Ask them what they really want to do in their jobs, and help them to play to their strengths.

Owen Davis is managing director of U.S. operations for TrainingFolks. He can be reached at (704) 987-7761 or odavis@trainingfolks.com.

This article appeared in September 29, 2006 issue of the Charlotte Business Journal. Copyrighted 2006 by American City Business Journals,120 West Morehead St., Suite 200, Charlotte, NC 28202, (704) 973-1100.