At nearly every level of sport, standout performers are easy to identify. They are often more physically gifted than their peers, and it shows quickly—both in practice and in games. Sometimes it’s raw athleticism; other times it’s skill, instincts, or confidence. They may throw harder, hit farther, or field more cleanly, but one way or another, they separate themselves. These are your A players.
As coaches, it’s natural to gravitate toward them. They enjoy extra work, progress quickly, and often make coaching feel rewarding. Quite frankly, A players can make us look like very good coaches. They respond to instruction, apply feedback immediately, and produce visible results.
But teams are not built on A players alone.
Most rosters include a mix of A, B, and C players—and effective coaching requires attention to all three. When we focus exclusively on our top performers, we risk neglecting the rest. If we don’t invest time and effort in our B and C players, that’s where they will remain. Worse, they may disengage altogether or seek out another coach who is willing to help them grow.
The same dynamic exists in the corporate world. Leaders often rely on their “A players” for critical work, stretch assignments, and added responsibility. These are the people we trust to deliver results, so we give them more—and often keep giving them more—until they are stretched to the point of burnout or diminished performance. Meanwhile, B and C players are left underutilized. This doesn’t mean every employee receives the same opportunities, but it does mean every employee deserves some opportunity. Development requires exposure. Growth requires challenge. Leaders must be willing to test assumptions, offer stretch assignments thoughtfully, and see what others are capable of when given the chance. Great leaders—like great coaches—develop depth. They don’t just rely on their A players; they grow the Bs and Cs so tomorrow’s A players are already in the makin
Leadership Lessons from the DugOut 
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