The A-Player Identification Framework
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The A-Player Identification Framework
Most entrepreneurs are terrible at hiring.
They rely on gut feelings, generic interview questions, and rushed decisions when bringing people onto their team.
They evaluate candidates on "cultural fit"—which usually means "people who think like me"—and past experience that may or may not translate to actual performance.
Then they wonder why their business stalls, projects fail to launch, and they spend half their time managing underperformers instead of growing their company.
Meanwhile, a small group of founders consistently find and hire exceptional talent. People who don't just do the job, but transform it. People who solve problems you didn't even know existed. People who multiply the effectiveness of everyone around them.
These are A-Players. And finding them changes everything.
Steve Jobs understood this better than anyone. He famously said, "A small team of A-players can run circles around a giant team of B and C players."
He wasn't exaggerating.
In Apple's early days, Jobs developed a systematic approach to identifying these exceptional performers—a framework that helped him build one of the most innovative companies in history with a relatively small team.
In this newsletter, I'll break down exactly how to spot these rare A-Players before you hire them, the specific questions that reveal their true capabilities, and the assessment techniques that separate the exceptional from the merely competent.
Because one A-Player can deliver more value than ten average performers. And for entrepreneurs with limited resources, nothing is more important than getting the right people on your team.
What Is an A-Player (Really)?
Let's cut through the buzzwords.
An A-Player isn't just someone who's good at their job. They're someone who fundamentally changes the trajectory of your business.
Jobs defined A-Players with brutal simplicity: "Someone who can make things happen ten times faster than normal."
But after working with hundreds of entrepreneurs and watching their hiring successes and failures, I've developed a more detailed definition:
An A-Player is someone who delivers exceptional results, elevates everyone around them, and solves problems at a level of complexity beyond their role—without creating new problems in the process.
This definition contains four critical elements:
Results orientation – They consistently deliver outputs that matter, not just activity.
Force multiplication – They make everyone around them better.
Problem-solving intelligence – They resolve challenges at a complexity level above their pay grade.
Low maintenance – They don't require constant management or create new fires to put out.
Most hiring processes completely miss these qualities. They focus on credentials, years of experience, and technical skills—none of which predict A-Player performance.
Knowing the difference between credentials and capabilities is crucial. A prestigious degree might look impressive on paper, but it doesn't tell you how someone will perform when a project is spiraling out of control or when a critical client is about to walk away.
Now, let's dig into the specific frameworks Jobs used to identify these exceptional performers—and how you can implement them regardless of your company size or industry.
The Core Indicators of A-Player Potential
Before we jump into interview questions and assessment techniques, you need to understand the fundamental qualities that separate A-Players from everyone else.
These aren't industry-specific skills. They're deeper character traits and thinking patterns that enable exceptional performance in any role.
Here are the five core indicators to look for:
1. Clarity of Thought
A-Players think with exceptional clarity. When they explain something complex, it becomes simple. When they encounter a problem, they strip it down to its essence.
You can spot this by paying attention to how they communicate. Do they ramble through explanations, or do they articulate ideas with precision and simplicity?
Jobs was obsessed with clarity. In interviews, he would ask candidates to explain something complicated from their previous work. The ones who could make it crystalline were marked as potential A-Players.
2. Intrinsic Drive
Average performers work hard when externally motivated—with deadlines, bonuses, or supervision.
A-Players are internally driven. They hold themselves to standards far higher than what most managers would impose. They don't need to be pushed; they need to be aimed.
This quality is perhaps the hardest to fake in an interview process.
3. Intellectual Honesty
A-Players have a raw intellectual honesty that's rare in business. They admit what they don't know. They acknowledge mistakes quickly. They change their minds when the evidence changes.
This isn't humility for show. It's the pragmatic recognition that being right is more important than appearing right.
4. Domain Obsession
A-Players aren't just interested in their field—they're obsessed with it. They go deep in ways that seem almost unreasonable.
A designer who spends weekends analyzing the spacing in street signs. A marketer who collects landing pages like baseball cards. A developer who contributes to open-source projects for fun.
This obsession leads to insights and pattern recognition that casual practitioners never develop.
5. Healthy Dissatisfaction
The final indicator is a constant, healthy dissatisfaction with the status quo. A-Players are never completely satisfied with current solutions—including their own.
They ship work they're proud of, but they already see how it could be better next time. This isn't perfectionism (which paralyzes); it's an itch to improve that drives continuous evolution.
Now that we understand what makes A-Players different, let's explore how to structure your hiring process to identify these qualities before making an offer.
The A-Player Interview Framework
Most interviews are essentially worthless.
Generic questions get rehearsed answers. Hypothetical scenarios get hypothetical responses. And the candidate who interviews best is often not the one who performs best.
Jobs understood this. That's why he developed an interview approach specifically designed to see past the practiced façade and reveal a candidate's true capabilities.
Here's how to structure your interviews to find A-Players:
1. The Deep Dive Question
Start with what I call the "Deep Dive" question:
"Tell me about the most complex problem you've solved in your previous role. Walk me through your exact thinking process, including the dead ends and mistakes."
This question does several things at once:
It reveals their complexity threshold
It shows how they think, not just what they know
It tests their intellectual honesty (do they admit mistakes?)
It demonstrates their communication clarity
Listen for specific thinking processes, not just outcomes. A-Players will naturally walk you through their decision tree, explaining why they chose certain paths over others.
2. The Passion Evidence Question
Next, probe for genuine domain obsession with this question:
"Outside of work requirements, how do you stay current or pursue mastery in your field?"
B and C Players will typically mention generic professional development—conferences, courses, or books directly related to their job.
A-Players will light up at this question. They'll share side projects, research rabbitholes, communities they're active in, or specific experts they follow closely. Their answer will demonstrate that their interest goes well beyond professional obligation.
3. The Failure Response Question
This question reveals how they handle setbacks:
"Tell me about a significant professional failure and what specifically changed in your approach afterward."
The key differentiator is in the second part. B-Players will describe a failure and what they learned in vague terms. A-Players will explain exactly how they redesigned their approach based on that lesson.
The specificity of the changes they implemented after failure is what separates the exceptional from the average.
4. The Force Multiplier Question
A-Players elevate everyone around them. Test for this with:
"How have you made your colleagues better at their jobs? Give me specific examples of how people perform differently after working with you."
Average candidates will struggle with this question. They might talk about being "a team player" or "helping out" in general terms.
A-Players will have concrete examples: tools they created that others now use, processes they improved that raised team performance, or specific colleagues who expanded their skills through their mentorship.
5. The Intellectual Curiosity Test
Finally, probe their thinking breadth with:
"What's a subject outside your professional expertise that you've learned deeply in the last year? Teach me something interesting about it."
This question tests their curiosity and learning velocity. A-Players are typically rapid, self-directed learners across multiple domains.
Pay attention not just to what they learned, but how they explain it. Do they make the complex simple? Do they start with the big picture before diving into details? These communication patterns reveal their thinking clarity.
These five questions form the core of the interview framework, but they're just the beginning. Next, I'll show you how to create practical assessment exercises that reveal A-Player qualities in action.
Beyond Words: A-Player Assessment Techniques
Interviews only show you how someone talks about work. To see how they actually work, you need structured assessments.
Jobs was famous for giving candidates real problems to solve during the interview process. Not hypothetical scenarios—actual challenges the company was facing.
Here are four assessment techniques to implement in your hiring process:
1. The Working Session
Instead of just talking about a problem, work on one together.
Present a real business challenge you're facing and collaborate with the candidate for 30-45 minutes. This isn't a test with a predefined answer—it's a genuine exploration.
For example, if hiring a marketer, you might review actual campaign results together and ask for their analysis and recommendations.
What to look for:
How quickly do they grasp the situation?
Do they ask incisive questions that cut to the heart of the issue?
Can they generate multiple approaches rather than fixating on one solution?
How do they handle disagreement or pushback from you?
This working session reveals their real-time thinking process, collaboration style, and intellectual flexibility—all crucial A-Player traits.
2. The Flawed Work Review
Present the candidate with a piece of work in their domain that contains deliberate flaws. Ask them to review it and provide feedback.
For a designer, this might be a problematic user flow. For a developer, it could be inefficient code. For a sales role, it might be a flawed proposal.
What to look for:
How many layers of issues do they identify? (B-Players spot surface problems, A-Players see systemic issues)
Do they balance critique with constructive alternatives?
Can they articulate both what's wrong and why it matters?
The depth and quality of their analysis reveals their expertise level and critical thinking ability.
3. The Learning Velocity Test
Give candidates a brief introduction to a concept or tool they're unfamiliar with, but relevant to the role. Then ask them to apply it in a simple exercise.
This isn't about testing prior knowledge—it's about seeing how quickly they can absorb and apply new information.
What to look for:
How fast do they grasp the core concepts?
Do they ask clarifying questions or pretend to understand?
Can they make novel connections to their existing knowledge?
A-Players typically demonstrate remarkable learning velocity. They connect dots faster and can apply new concepts almost immediately.
4. The Scaled-Down Project
For final-stage candidates, consider a paid mini-project that represents the actual work they'd be doing.
This should be meaningful enough to demonstrate capabilities but limited enough (4-8 hours) to respect their time. Always compensate candidates for this work.
What to look for:
Quality of work relative to time invested
Process documentation and communication
How they handle ambiguity or missing information
Follow-through on details
This real-world sample provides the clearest picture of what working with them will actually be like.
Now, let's examine how to structure your overall evaluation process to ensure you correctly identify A-Players when they appear.
The Evaluation Matrix: Scoring for A-Player Potential
After interviews and assessments, you need a systematic way to evaluate candidates against the A-Player criteria.
Jobs was known for his exhaustive evaluation discussions. After interviewing a candidate, he would spend hours with his team analyzing every response and interaction.
While most small businesses can't dedicate that much time to each hire, you can create a structured evaluation matrix to guide your decision-making.
Here's a simple but effective framework:
The 1-10 Scale Across Five Dimensions
Rate each candidate from 1-10 on the five core A-Player dimensions:
Clarity of Thought (communication precision, logical structure)
Intrinsic Drive (self-motivation, high personal standards)
Intellectual Honesty (admitting unknowns, changing views with new data)
Domain Obsession (depth of knowledge, continued learning)
Healthy Dissatisfaction (constructive critique, improvement orientation)
The key insight: A-Players score at least 8+ in EVERY category.
This is crucial. B-Players might score 9s in one or two dimensions but drop to 5-6 in others. True A-Players maintain high scores across all five areas.
When evaluating, watch for these common assessment traps:
Overvaluing technical skills relative to thinking processes
Confusing confidence for competence
Discounting soft-spoken candidates who may be deep thinkers
Being impressed by credentials rather than demonstrated capabilities
Remember: you're hiring for performance, not pedigree.
Let's now look at how to create the right environment to attract A-Players to your company in the first place.
Creating A-Player Magnetism
A-Players have options. Lots of them.
To attract exceptional talent, especially as a smaller company that can't compete on compensation alone, you need to create what I call "A-Player Magnetism."
Jobs understood this deeply. He knew that the best performers want to work with other exceptional people on meaningful challenges.
Here are four strategies to make your company irresistible to A-Players:
1. Visible Excellence Signals
A-Players look for evidence that your company values excellence. They're assessing you just as carefully as you're assessing them.
Make your standards visible through:
High-quality public-facing work (website, content, products)
Thought leadership in your industry
Testimonials from respected clients or partners
Case studies showcasing exceptional outcomes
The quality of your public presence is your first filter for A-Player talent.
2. Challenge Transparency
Unlike average performers who often seek comfort, A-Players are attracted to meaningful challenges.
In your job descriptions and interviews, be transparent about the complex problems they'll get to solve. Don't sugarcoat difficulties—highlight them as opportunities for impact.
A description that starts with "We're looking for someone to help us solve [significant industry challenge]" will resonate more with A-Players than generic role descriptions.
3. Access to Decision-Makers
A-Players want their work to matter. They get frustrated in environments where their insights are filtered through layers of management.
Even in larger organizations, create clear paths for exceptional performers to share ideas directly with leadership. Make this access visible during the hiring process.
Jobs was known for having skip-level meetings with promising employees regardless of their position in the hierarchy. This direct access was a powerful retention tool for top talent.
4. Growth Architecture
Finally, A-Players are obsessed with getting better. They want to work in environments that accelerate their development.
Show candidates the specific ways your company invests in growth:
Learning budgets and resources
Mentorship structures
Increasing challenge trajectories
Exposure to diverse problems and domains
Now, let's address the elephant in the room—how to make these hiring practices work in resource-constrained small businesses.
Implementing This Framework in Small Businesses
You might be thinking: "This sounds great for Apple, but I'm running a small business with limited resources."
The good news is that the core principles of A-Player identification work at any scale. You just need to adapt the implementation.
Here's how to make this framework practical for solopreneurs and small teams:
Start With One Key Position
Don't try to overhaul your entire hiring process at once. Choose the single role that would most benefit from an A-Player, and apply this framework there.
One exceptional hire in a leverage position creates more capacity for improving your other hiring processes.
Leverage Your Network for Pre-Screening
Small businesses can rarely afford extensive recruitment campaigns. Instead, activate your network with specific descriptions of the A-Player qualities you're seeking.
Be explicit: "I'm looking for someone with exceptional clarity of thought and self-direction who's obsessed with [domain]."
This targeted approach attracts more precise referrals than generic job descriptions.
Create Asynchronous Assessments
If you can't dedicate full days to interview processes, design assessments that candidates can complete on their own time.
For example, record a video explaining a business challenge, then have candidates submit their analysis and recommendations. This scales your evaluation time while still testing for A-Player qualities.
Increase Certainty With Project-Based Evaluation
When resources are limited, hiring mistakes are especially costly. Consider starting with project-based work before making a full-time commitment.
This gives both parties a chance to evaluate the fit while limiting downside risk.
Now, for perhaps the most challenging question: once you've identified an A-Player, how do you manage them effectively?
Managing A-Players: The Jobs Approach
Hiring A-Players is only half the battle. Keeping them engaged and performing at their peak requires a specific management approach.
Jobs had a clear philosophy for managing exceptional talent. He understood that A-Players require a different environment than average performers.
Here are five key principles for managing A-Players effectively:
1. Challenge, Don't Control
A-Players wither under micromanagement. They need clear outcomes and constraints, then the freedom to determine how to achieve those outcomes.
Jobs would set nearly impossible challenges, then get out of the way. He might criticize the results harshly, but he rarely dictated the process.
The management formula is simple: Define what "exceptional" looks like, then give them room to reach it through their own methods.
2. Feed Their Learning Addiction
A-Players have an insatiable appetite for growth. Feed this hunger by:
Connecting them with industry leaders
Sharing the most challenging problems first
Providing resources for continued learning
Exposing them to adjacent domains
The best retention strategy for A-Players isn't higher compensation—it's accelerated development.
3. Provide Radical Feedback
A-Players don't want sugar-coated feedback. They want the unvarnished truth about their work.
Jobs was famous (and sometimes infamous) for his direct feedback. While you don't need to adopt his sometimes harsh style, embrace the principle of radical candor.
Specific, immediate, developmentally-focused feedback is a gift to high performers. They crave it more than praise.
4. Create Meaningful Scorecards
A-Players are intensely results-oriented. They need clear metrics that matter.
Work with them to create scorecards that measure true impact, not just activity. These should include:
Lead measures they can directly influence
Outcome measures that reflect genuine business impact
Quality standards that define excellence in their domain
Revisit and refine these metrics regularly as their role and the business evolve.
5. Protect From Organizational Drag
Finally, shield your A-Players from the administrative burden and politics that plague many organizations.
Jobs created "directly responsible individual" (DRI) structures to give key performers clear authority and minimize committee decision-making.
In your business, this might mean exempting them from non-essential meetings, creating streamlined approval processes, or assigning support resources to handle administrative tasks.
The most expensive use of an A-Player's time is having them navigate organizational friction rather than solving core business problems.
The Hard Truth About A-Players
Before we conclude, let's address some uncomfortable realities about working with exceptional talent.
A-Players can be challenging.
They ask difficult questions. They challenge assumptions. They're rarely satisfied with "this is how we've always done it."
This doesn't mean they're difficult people (though some are). It means they hold themselves and others to uncommon standards.
A-Players require exceptional leadership.
If you want to attract and retain exceptional performers, you need to develop your own leadership to match their level.
This means:
Providing clear strategic context
Delivering substantive feedback
Making decisions with appropriate speed
Removing obstacles to their performance
The truth is, you can't lead A-Players with B-level leadership.
A-Players change your company culture.
When you introduce truly exceptional performers into your organization, they raise standards across the board. This is generally positive but can create friction with existing team members who are comfortable with current expectations.
Be prepared to have difficult conversations with team members who struggle to keep pace with the new standards.
The A-Player Multiplier Effect
Despite these challenges, the return on hiring true A-Players is enormous.
Jobs built Apple into the world's most valuable company with a relatively small team of exceptional performers. His product teams were often a fraction of the size of his competitors, yet they consistently delivered revolutionary results.
This isn't just an Apple phenomenon. I've seen it in businesses of all sizes:
A solo consultant who hired one A-Player operations manager and doubled their client capacity within months
A 12-person agency that brought in an exceptional creative director and saw their conversion rates increase by 40%
A startup that hired an A-Player customer success manager and cut their churn rate in half
The math is simple but powerful. One exceptional performer doesn't just add to your team—they multiply your capabilities.
This multiplier effect makes the additional effort in hiring worthwhile, especially for resource-constrained small businesses where every role has outsized impact.
Remember that hiring exceptional people isn't just about filling positions—it's about fundamentally changing what your business is capable of achieving.
As Jobs said, "The secret of my success is that we have gone to exceptional lengths to hire the best people in the world."
In a world obsessed with tactics, tools, and technologies, the greatest competitive advantage remains remarkably simple: Find exceptional people, give them meaningful challenges, and get out of their way.
Thank you for reading.
– Scott