There’s an interesting article at Harvard Business Review, entitled, “How to Manage a Team of B Players,” by Tomas Chamorro-Premuzic. I appreciate the author’s attempt at describing the leadership challenge and approach to molding a group of “ordinary” individuals into a high performance team. He offers some compelling guidance. I am however, uncomfortable with his easy use of the term, “B-Players.” And while I am absolutely guilty in the past of using the A, B, C, designation to characterize individuals and their level of skill/capability/potential, I’ve grown uncomfortable with the cavalier assignment of people to these categories.