Today we’re exploring a topic that’s more common than many care to admit: Why do some hiring managers consistently hire B and C players? It almost seems intentional—maybe it is!
If you've ever scratched your head wondering why certain teams never seem to break past “mediocre,” or why your high-performing employees are constantly frustrated—this is for you.
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Let’s start by defining what we mean when we say A, B, and C players.
- A players are your top performers—proactive, innovative, self-motivated, and often leaders, regardless of their title.
- B players are solid contributors, but they typically lack the ambition or skillset to truly lead or innovate.
- C players... well, let’s just say they struggle. Low engagement, low output, and sometimes, even toxic.
So... why on earth would anyone intentionally or repeatedly hire B and C players?
Let’s dig into the real reasons. Spoiler alert: it’s rarely about skill shortages.
Insecurity or Ego Protection
One of the most common reasons? Insecurity. Some hiring managers—especially those who are insecure in their own role—will consciously or subconsciously avoid hiring A players out of fear. Fear that they’ll be outshined. Fear that someone might challenge their ideas. Fear that their own weaknesses will be exposed.
It’s classic ego protection. They’d rather lead a team of "yes people" than be challenged by someone who might push for better. The irony? True A players respect strong leadership. They don’t want your job—they want to do their job well. But insecure leaders often can’t see that.
Comfort with the Status Quo
Hiring an A player can be disruptive—in a good way, but still disruptive.
They’ll ask, “why are we doing it this way?”
They’ll challenge outdated processes.
They’ll raise the bar for everyone.
For managers who are comfortable coasting or managing a predictable environment, that can feel threatening. So instead, they hire someone who won’t rock the boat. A safe B or C player. Someone who blends in, not stands out. The result? A team that rarely improves, and a business that stays stuck.
Lack of Interviewing Skills
Let’s face it—not everyone in a hiring seat is trained to spot greatness. Some hiring managers are winging it. They default to surface-level questions, go off gut feel, or fall for a slick résumé—and end up hiring people who can talk the talk, but can’t walk the walk.
This is where structured interviewing, scorecards, and a strong recruiting partner make a massive difference. Hiring A players isn’t just about luck—it’s about skillfully identifying potential and performance indicators.
Misaligned Incentives
In some organizations, hiring managers aren’t judged by the quality of their hires—just how fast they fill roles.
So, what happens? They rush. They compromise. They choose the “good enough” candidate instead of waiting for the right one. Short-term metrics drive long-term dysfunction.
Want to fix that? Align incentives. Reward hiring managers not just for speed, but for retention, team performance, and quality of hire. And if you’re the hiring manager hiring B and C players, do better! And if you need help doing better—recruiting, selecting talent, and retaining employees—get help. If you’re not hiring A players every chance you get, you’re holding your company back.
They Don’t Know What an A Player Looks Like
Some hiring managers have only ever worked with B or C players. They think that’s just “normal.” Their bar is low—not out of laziness, but out of ignorance.
They’ve never seen the energy, creativity, and ownership an A player brings to the table. So, they hire what they know. That’s why cross-functional interviewing, mentorship, and leadership development are so critical—it expands a hiring manager’s vision of what’s possible.
Let’s recap
Hiring managers may consistently bring on B and C players because of:
- Insecurity or fear of being outshined
- Preference for comfort and predictability
- Lack of effective interviewing skills
- Incentives that reward speed over quality
- A limited reference point for what top talent looks like
But here’s the thing: When you start hiring A players, the culture shifts. Accountability goes up. Innovation increases. And the team starts holding itself to a higher standard.
If you’re a business owner or senior leader, you’ve got to empower your hiring managers to raise the bar. Train them. Coach them. Challenge them. Because a team of A players—that’s where real transformation begins.
And hey—if you want help identifying, attracting, and keeping A players, that’s exactly what we do. Reach out any time—we’re here to help.
Until next time—keep growing, keep leading, and keep building a team you’re proud of!
