The Four Types of Players on a Team — And How to Lead Each One
Every organization, whether in business, nonprofits, or the arts, is made up of different kinds of people. Some drive the mission forward with both passion and productivity. Others struggle to contribute but believe deeply in the vision. Some simply shouldn’t have been hired in the first place. And then there are those tricky cases — high performers whose values don’t align but whose output makes it hard to imagine letting them go.
I’ve experienced sitting in all four parts of this quadrant at different points in my career. I’ve been the star player and the underutilized talent, the struggling misfit and the misaligned high performer. Each role carries its own lessons, and each requires a different approach from leadership.
Let’s break down the four types of team members, how to manage them, and how to make the tough calls when necessary.
The Performance-Alignment Quadrant
Here’s a simple framework that classifies team members based on two factors:
✅ Productivity — How much meaningful work they get done.
✅ Alignment — How well they align with the organization’s mission, vision, and core values.
1. A Players (High Productivity, High Alignment)
💎 Who they are:
These are the rockstars of the organization. They consistently produce results while fully embracing the mission, vision, and values. They don’t just do the job well — they make everyone around them better.
🔹 How to manage them:
Give them autonomy, opportunities to grow, and leadership roles.
Recognize their contributions and keep them engaged with meaningful work.
Challenge them with new projects that stretch their capabilities.
Key insight: A Players need inspiration and stretch goals, not micromanagement.
2. B Players (Low Productivity, High Alignment)
🚌 Who they are:
These employees are in the right organization but the wrong seat. They genuinely believe in the mission and are good cultural fits, but they aren’t performing at the level they need to.
🔹 How to manage them:
We have two options:
Train them up — Help them develop the skills they need to succeed in their current role and become A Players.
Find them a better seat — If training won’t bridge the gap, move them into a role that better suits their strengths.
Key insight: B Players don’t need to be pushed out — they need to be positioned correctly.
3. C Players (Low Productivity, Low Alignment)
🚪 Who they are:
These employees were a hiring mistake. They probably interviewed well but either aren’t producing or don’t align with the organization’s values (or both).
🔹 How to manage them:
Own the hiring mistake — It’s not their fault they were hired; it’s ours.
Let them go (humanely) — Don’t string them along. Provide support but make the decision quickly.
Key insight: Keeping C Players around drains morale and resources. The best course of action is a compassionate but decisive exit.
4. Toxic A Players (High Productivity, Low Alignment)
💥 Who they are:
These are the hardest cases. They produce exceptional work but don’t align with the organization’s values. We often hesitate to let them go because they:
Have deep institutional knowledge
Own key relationships with donors or stakeholders
Are simply so productive that losing them feels unthinkable
🔹 How to manage them:
Toxic A Players always leave — one way or another:
They leave voluntarily when they find an organization that better matches their values.
We finally let them go when they cross whatever “moving red line” we’ve set.
Key insight: When a Toxic A finally leaves, the initial pain of losing their productivity or knowledge is real, but the relief is even greater. The organization always breathes easier after they’re gone.
Final Thoughts: Why This Framework Matters
I’ve personally experienced all four parts of this quadrant. I know what it feels like to be fully aligned but underutilized, and I’ve also been in situations where I was producing but misaligned with leadership’s vision. That’s why I believe in clear-eyed assessments of talent and making the necessary (sometimes tough) decisions.
Leaders often hold onto C Players too long out of guilt and keep Toxic A Players too long out of fear. But great organizations thrive when they:
✅ Invest in A Players
✅ Develop and reposition B Players
✅ Cut ties with C Players
✅ Recognize that losing a Toxic A is ultimately a gain
If you’re leading a team, take a moment to map out where your people fall in this quadrant. Then ask yourself: What action do I need to take? The strength of your organization depends on it.
