When we talk about building high-performing teams, we tend to focus on the stars—the A players. These are the people who turn heads, drive results, and seemingly do the work of ten. They’re the ones we spotlight in meetings, promote quickly, and praise loudly.

But here’s what we often miss: it’s not just the A players that keep teams running. In fact, it’s the B players—yes, the so-called “average performers”—that are often the reason your company is still standing after a crisis and the reason your team is humming along today.

Surprised? Let’s talk about why B players might be the unsung heroes of your team—and what great leaders do to support them.

Why B Players Get Overlooked

We over-glorify A players for a lot of reasons. They’re visible. They’re charismatic. They get results. But they can also be volatile. A players burn out. They job-hop. And if we’re not careful, they create cultures that are high-performance…until they’re not. Because eventually, the instability catches up.

B players, by contrast, are consistent. Reliable. Thoughtful. They’re the ones who quietly get the work done. They don’t seek the spotlight, not because they’re less capable, but because they’re not interested in climbing the ladder just for the sake of it. They value balance. They want to do great work—and then go home and be present for the rest of their life.

And that’s not a weakness. In many ways, it’s wisdom.

The Peter Principle and the Trap of Promotion

Part of the reason we mismanage B players is because most career paths are still built on a single staircase: do good work, get promoted into management. But this structure leads us right into what Dr. Laurence J. Peter famously called the Peter Principle: in any hierarchy, people tend to get promoted to their level of incompetence.

Think about it: a top-performing engineer gets promoted into a managerial role…and suddenly spends all their time in meetings, writing budgets, managing people—and none of it leverages what made them successful in the first place.

It’s not that they’re incompetent. It’s that they’ve been promoted into a role that requires a different skill set—one they may not have, and often, don’t even want.

What makes B players so valuable is that many of them recognize this dynamic early. They choose to stay in the roles where they excel, where they’re engaged, and where they contribute meaningfully. They don’t take the bait of promotion for promotion’s sake. And that self-awareness makes them an asset—not a liability.

The Many Faces of a B Player

B players aren’t one-size-fits-all. Some are former A players who chose to step off the fast track for the sake of family, health, or sanity. Some are deeply mission-driven truth-tellers who care more about doing the right thing than climbing a corporate ladder. Others are the connectors—the people who know how everything (and everyone) fits together in your organization.

Think of the longtime office manager who can navigate the org chart better than anyone else. Or the behind-the-scenes analyst whose work drives key decisions. These aren’t future VPs, but they’re foundational. If they left, your team would feel the loss immediately.

So how do you support B players in a way that helps them thrive?

Step One: Give B Players Permission

Many B players aren’t disengaged—they’re just waiting for a green light. They know what to do. They see the solution. But they’re respectful. They’re not going to go rogue or overstep their role. What they need isn’t more direction—it’s permission.

Sometimes, all it takes is six words:
“I trust you. Go for it.”

When leaders make it clear that judgment is trusted, that autonomy is welcomed, and that action is encouraged, B players shine. It’s not about micromanaging less—it’s about actively empowering more.

Step Two: Build B Players a Parallel Path

Most organizations treat advancement as a vertical path. If you want more recognition or compensation, you have to manage people. But what if we built a parallel path—one that rewards deep expertise, not just leadership?

Titles like principal engineer, lead strategist, internal consultant, or senior specialist aren’t consolation prizes. They’re strategic roles that allow people to grow and stay aligned with the work they love.

Not every B player wants to be a people manager. And that’s not just okay—it’s something to design for. Because when we force people up the ladder without giving them options, we risk turning our best contributors into struggling supervisors.

If you can’t create new roles on the org chart, you can still help B players feel like they’re moving forward. Ask them:
• “What part of your job do you wish you could do more of?”
• “Where do you want to grow this year?”
• “If I could redesign your role to be more aligned with your strengths, what would that look like?”

You’ll be surprised what you learn just by asking—and how much more engaged your B players become when they feel seen and supported.

Step Three: Recognize B Players’ Value—Loudly

We tend to celebrate the visible wins: the product launch, the sales deal, the standout presentation. But high-performing teams are built just as much on quiet consistency as they are on flashy achievements.

As a leader, it’s your job to see the whole team—not just the ones shouting the loudest. Make time to recognize the B players, the steady hands, the glue that keeps the group together.

If they’re remote, reach out. If they’re introverted, check in one-on-one. Leadership isn’t about chasing stars. It’s about making sure everyone has the opportunity to do their best work and be recognized for it.

The Bottom Line on B Players

The truth is, you can’t build a high-performing team with A players alone. You build it by assembling the right mix of talent, by understanding what each person brings to the table, and by creating an environment where everyone—including your B players—can thrive.

And here’s the best part: when you lead B players well—when you trust them, invest in them, and help them grow—you may just find that they had A-level talent all along. They just needed a leader who saw it.