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A new game plan for C players.

Beth Axelrod1, Helen Handfield-Jones, Ed Michaels

  • 1McKinsey & Company, Stamford, Connecticut, USA.

Harvard Business Review
|September 11, 2003
PubMed
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Addressing underperforming managers, or "C" players, is crucial for business success. An "iron hand in a velvet glove" approach involves rigorous assessment and accountability, balanced with respectful support for talent pool improvement.

Area of Science:

  • Business Management
  • Organizational Psychology
  • Human Resources

Background:

  • Underperforming managers, termed 'C' players, deliver barely acceptable results and hinder innovation.
  • Organizations often avoid addressing these managers due to perceived difficulties or discomfort.

Purpose of the Study:

  • To explore the hidden costs of tolerating underperformance in management.
  • To provide a strategic framework for upgrading an organization's talent pool by managing 'C' players.

Main Methods:

  • Identifying 'C' players through performance assessment curves.
  • Developing explicit, time-bound action plans for improvement (6-12 months).
  • Implementing accountability measures for managers to execute action plans.

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Main Results:

  • A disciplined, performance-focused approach is necessary to overcome inaction.
  • Rigorous assessment and clear improvement plans are key to addressing underperformance.
  • Consistent accountability drives necessary changes in managerial performance.

Conclusions:

  • An 'iron hand in a velvet glove' strategy is recommended for managing subpar performers.
  • This involves disciplined processes for assessment and action, combined with respectful treatment, coaching, and support.
  • The ultimate goal is relentless focus on performance to enhance the overall talent pool.