Top Grading Starts at the Top

Recently, the leadership team of a fast-growing client company expressed their frustration with employees who consistently underperform and fail to meet expectations. While there are also behavior issues, the primary concern centers on what the team describes as a lackadaisical attitude and lack of focus on the job at hand. We did a series of “Top Grading” exercises (an approach pioneered by Bradford Smart in his book by the same name) and the team determined to begin their own effort to top grade their staff roster.

As with so many endeavors, Top Grading begins with a series of questions. The most fundamental are these: What does Top Grading require of employees in your organization in both performance and behaviors? And what does this look like for each specific job function?

While there is much more to the process (it is intensely comprehensive and not for the faint of heart), my experience has shown that few if any businesses ever get around to articulating an answer to those two questions. This goes well beyond job specific skills (ie: the job description) and instead addresses the requirements for “making and contributing in a meaningful, measurable way to the success of the enterprise."  There are many layers to this but start with these two: Talent and teamwork.

Legendary basketball coach John Wooden was known for offering this three-word answer whenever other coaches asked him for advice: “Get good players!” This was expanded upon by another coaching legend, Mike Krzyzewski, who offered that talent, while necessary is not sufficient. The second requirement and of equal importance is that the player must be a good teammate. Talent and teamwork; or if you’d prefer, ability and attitude. Characteristics of “A” players.

The process of “Top Grading” for any organization begins at the top, with the senior leadership team. Often, leaders believe they should start at other levels, with line and staff employees. Not the best approach. Until and unless the organization is populated with “A” players on the senior team, the process will be met with frustration and failure.

From there, the next step is to analyze and assess team members at the management/supervisory level. Remember, “B” players tend not to hire “A” players. Starting at the top of the organizational pyramid and working downward will bring the best results. And as with so many initiatives, unless this has the full commitment of C-Suite executives, including the CEO, it is not likely to take hold.

What constitutes an “A” player for your organization? When considering your current line-up, how many “A” players (and “B and “C” players) are on your roster? When it’s time to hire, what does your process look like, and will it give you the best chance to land the kind of talent and team-first members you’re looking for?

For more information on getting the most out of your recruitment and retention efforts, contact me at joe@ajstrategy.com.