I don't think this applies to a startup environment or anywhere the company size is less than, say, fifty people, assuming 10-20% of them are developers. If yo

I don't think this applies to a startup environment or anywhere the company size is less than, say, fifty people, assuming 10-20% of them are developers. If you try to build something new with B or C players, you may not have a chance. That said, once the company grows, there are places where a B or C player in one role could be an A player in another role, and vice versa. I think specifically about people who are promoted to their level of incompetence based on excellent performance and become miserable managers who make everyone around them miserable as well. The important thing in that situation is to respond decisively and either support the person and train them to be competent, or respectfully return them to the level where they can excel.