Why 'A Players' Aren’t All-Around Athletes—The Power of Specialization in Team Roles

In one manufacturing business, the CEO stubbornly believed in bringing in 'all-around athletes'—employees who seemed good at anything. The resumes were impressive, and these hires dazzled in interviews, often with broad experience across industries and roles. But when it came time to execute on specific challenges—like mining a backlog or overhauling operations—the generalists struggled. Problems lingered, deadlines drifted, and profits actually declined. After a couple of expensive missteps, the CEO learned to define what outcome needed to be delivered and recruited specialists whose strengths exactly matched the need, even if their background was less flashy.

Soon, performance improved: the new ops-focused manager cleared the backlog and lifted margins in months, while the creative types were deployed where innovation was critical. This mirrors a principle in psychology and organizational science: while adaptability matters, peak performance nearly always comes from matching specialized skill sets to the unique context of the role. Generalists have their place—but only when the job itself calls for it.

The lesson? Resist the temptation to hire impressive 'all-rounders' and instead find people with the right depth for the right spot. As your organizational needs change, keep checking that your team remains a good fit for each stage.

Look closely at your open positions and ask: what problems am I truly trying to solve, and what unique abilities are required? Then, challenge yourself not to be seduced by the person who seems good at everything. Prioritize a specialist whose experience matches the mission, even if their resume isn’t packed with prestige. Update your requirements as the company or project evolves—it’s worth rethinking roles to match changing needs. Give this targeted approach a try in your next hire.