In today’s economic environment, every founder and leader is obsessing over the idea of building a high performance culture that drives efficient growth.
Many have realised that the pareto principle is at work across their organisations, where <20% of their employees are driving >80% of the value produced.
These stand-out employees help shape strategy, execute with both pace and high standards, innovate and problem solve.
We instinctively know who they are, but often find it difficult to objectively identify what characteristics and traits make them so wonderful to work with.
The absence of criteria makes it difficult to hire more stars into the organisation, or coach those on the cusp of greatness to those higher echelons of performance.
Having given a lot of thought over the last 12+ months and observing many different teams and organisations in my fractional roles, here’s what I’ve seen as the commonalities amongst the true needle-movers in a business.
Proactivity
A stand-out employee doesn’t wait for instructions; they take the initiative.
They are like this ball of kinetic energy in the organisation, driving forward regardless of whether or not they’ve been explicitly mandated to or not. It’s just in their nature to find ways of adding value.
The classic phrase that tends to apply to them is ‘ask for forgiveness rather than permission.’
However, the key difference with outstanding contributors is that in acting proactively, they don’t cause chaos in their wake, because they’re brilliant communicators too.
They involve other stakeholders, articulate why they’re tackling something, and share learnings as they go.
Whether it’s identifying a process that could be more efficient or volunteering for a new project, proactive employees are always a step ahead. They anticipate needs and act on them, and crucially it’s often before they become urgent.
Solutions-Oriented
In startups, there’s no end of problems and fires burning.
Unfortunately so many people think that pointing out issues and problem areas makes them sound smart and helps qualify them as a standout employee.
It doesn’t.
In fact, one pattern I’ve observed is that consistently bringing up problems that reside in other areas of the organisation is a neat cover to distract folks from underperformance in their own area of responsibility.
People in glass houses shouldn’t throw stones!
It’s easy to point out problems (particularly in scaling businesses), but it takes a different mindset to offer solutions.
A stand-out employee focuses on solving issues rather than dwelling on them. And if one approach is going to work, then they will typically brainstorm alternatives until there is a pragmatic way forward.
One common thread is that they approach challenges with a positive attitude and think critically to find effective solutions, and never throw their hands up in frustration and get emotional about the situation. They focus their energy on what they can control, which is taking positive action.
This not only makes them excellent problem-solvers but also fosters a positive work environment.
Ownership Mindset
Employees who stand out treat the company as if it were their own.
They take pride in their work and are committed to delivering their best performance. They have a commitment to excellence, even in the small tasks, even when people aren’t looking. And they ask the same of their colleagues around them too.
An ownership mindset also means taking responsibility for their actions and decisions, rather than passing the buck or trying to play politics.
They don’t shy away from problems and set-backs, and won’t change up the metrics from week to week to avoid scrutiny – rather they’ll dive head first into the issue at hand, and explain what they’re doing about it.
The type of behaviour – and the drive to make everything better – often results in them coaching others or setting standards that act as a beacon in the company.
This level of commitment and accountability is contagious, inspiring others to give their best as well.
Leads by Example
Leadership isn’t about titles; it’s about action and behaviour.
A stand-out employee leads by example, setting the standard for others to follow. Whether it’s consistently meeting deadlines, maintaining a positive attitude, coaching others, or going the extra mile, their actions speak louder than words.
They inspire their colleagues not through authority but through their conduct and commitment to excellence.
They are very likely going on to become C-Suite executives or founders, you just know it. But it’s because their actions warrant it, not because they hoodwinked folks into a title that was above their abilities.
Full Accountability
A stand-out employee takes full accountability for their actions and outcomes. If they make a mistake, they own it, learn from it, and work to prevent it from happening again.
They don’t try to hide from the results – in fact they will proactively share it with others, so it can evolve into a better process or learning outcome and strengthen the company.
This level of accountability builds trust and creates a culture where people feel empowered to take risks, knowing that they have the support and understanding of their team.
It’s usually why colleagues want them involved in projects or try to hand over thorny challenges, because they know once it’s picked up, they’re going to drive it to a successful conclusion.
Considers the Bigger Picture
Exceptional employees understand that their role is a part of a larger ecosystem. They consider the bigger picture in their decision-making processes, understanding how their actions impact the team, department, and the company as a whole.
This strategic thinking helps them align their goals with the organisation’s objectives, making them invaluable assets for long-term success.
They don’t care about winning man of the match if the team loses their game; politics isn’t a game they want to play; and they’ll often play the long game.
Many stand-out employees are actually quiet engines, humming in the background whilst the greasy wheels try to fight for oil. Sometimes that works, but in cultures with competent leaderships, the right outcome wins out.
How to hire them
How do you identify these superstars during the interview process?
Well you screen for these qualities of course!
Here are some questions you can use.
Proactivity
Question: Can you share a specific example of a time when you anticipated a problem or opportunity before it became apparent to others?
Follow-up: What steps did you take to address the situation, and what were the results?
Question: Describe a situation where you took the initiative to improve a process or task without being asked.
Follow-up: What was the outcome of your actions, and how did it benefit the team or organisation?
Question: Can you provide an example of a project where you identified a potential obstacle and proactively devised a plan to mitigate it?
Follow-up: How did your proactive approach impact the project’s success?
Solutions-Oriented
Question: Share an instance when you encountered a significant challenge at work. How did you approach the problem, and what steps did you take to find a solution?
Follow-up: What was the final resolution, and how did your approach contribute to it?
Question: Give an example of a time when you had to deal with conflicting opinions or ideas within your team. How did you work towards a solution or compromise?
Follow-up: What was the outcome, and how did your solution benefit the team’s overall performance?
Question: Can you recall a situation where you identified an ongoing issue and not only found a solution but also implemented changes to prevent its recurrence?
Follow-up: How did your solution affect the long-term success of the project or process?
Ownership Mindset
Question: Describe a project or task where you took full ownership from start to finish. What steps did you take to ensure its success?
Follow-up: How did your sense of ownership impact the final outcome?
Question: Share a situation when a project you were involved in faced setbacks or challenges. How did you take responsibility, and what actions did you take to address the issues?
Follow-up: What lessons did you learn from taking ownership of the situation?
Question: Can you provide an example of a time when you went above and beyond your role to resolve a problem or improve a process?
Follow-up: How did your actions demonstrate your commitment to ownership?
Leads by Example
Question: Describe a situation where you set a positive example for your team or colleagues in terms of work ethic, attitude, or behaviour.
Follow-up: How did your leadership by example influence those around you?
Question: Share an experience when you had to motivate or inspire your team during a challenging project. How did your actions as a leader contribute to the team’s success?
Follow-up: Can you provide specific examples of how your team members responded to your leadership?
Question: Can you recall a time when you had to enforce a policy or standard within your team? How did you ensure that you were adhering to the same standards you expected from others?
Follow-up: What impact did your consistent leadership have on the team’s performance and morale?
Full Accountability
Question: Describe a situation where you made a mistake or encountered a setback at work. How did you take full responsibility for it, and what steps did you take to rectify the situation?
Follow-up: What did you learn from this experience, and how did it influence your future actions?
Question: Share an example of a project or task that didn’t go as planned. How did you take accountability for the outcomes, and what measures did you put in place to prevent similar issues in the future?
Follow-up: How did your commitment to accountability impact your team and organization?
Question: Can you provide an instance where you were entrusted with a critical task or project, and you delivered it successfully? How did your sense of accountability contribute to the project’s success?
Follow-up: Were there any challenges you had to overcome to ensure full accountability throughout the project?
Considers the Bigger Picture
Question: Describe a situation where you had to make a decision that required considering the long-term impact on the organisation, not just short-term gains.
Follow-up: How did you analyse the bigger picture, and what factors did you take into account?
Question: Share an example of a project where you had to balance conflicting interests or priorities from different stakeholders. How did you ensure that the outcome aligned with the larger goals of the organisation?
Follow-up: What was the ultimate impact of your decision on the organisation’s success?
Question: Can you recall a time when you identified an opportunity to improve a process or strategy that would benefit the organisation as a whole, even if it meant making short-term sacrifices?
Follow-up: How did your ability to consider the bigger picture contribute to the organisation’s growth or success in the long run?
How to keep them
Now you’ve identified your stars and figured out how to hire them too. It’s absolutely critical you keep them. So many early-stage startups attract these personalities early on, but go on to lose them and ultimately lose steam as well.
I believe the insights of Daniel Pink cover many of the key components that truly great people crave…autonomy; the ability to develop mastery; and a motivating purpose.
But there are three other essential, tactical areas that you also need to address.
#1 You have to drive accountability.
That means removing the deadwood. No B players.
Nothing dampens the spirit of stand-out employees that seeing mediocrity flourish in front of their eyes. And when it’s potentially even rewarded because they know how to ‘play the game’ you’ve already lost your performance culture to politics. Game over.
#2 Reward them appropriately and disproportionately!
Don’t get constrained by your compensation ranges or some wrong-headed view of ‘fairness’ – if your 20% of star employees are giving you 80% of the value, then logic dictates they are likely worth 4-5x more than everyone else.
Now if you’re paying everyone market rate (or close to), then it’s impractical to pay those stars a base-rate that much higher…but they should feel their earnings are relatively superior to their peers given their effort and results are; and you can be more generous with the right long-term incentives like equity.
#3 Reciprocate going the extra mile
If you have folks who are going the extra mile, then doing the same for them makes sense.
Find additional budgets to fund training or coaching to further develop them; put them in stretch roles or on stretch projects – with the requisite support to help succeed; expose them to senior leadership and other areas of the business to widen their experience…
What next
In conclusion, a stand-out employee embodies a range of qualities that go beyond technical skills or experience. They are proactive, solutions-oriented, and accountable, with an ownership mindset that inspires others.
They lead by example and always consider the bigger picture. These are the individuals who not only excel in their roles but also drive the organisation towards greater success.
Hire as many as you can; and if you have them, keep hold of them with both hands!