Who are High-Performance Team Candidates?

The Manager

Ideal Manager criteria

  • Has clear reasons and goals for pursuing high-performance.
  • Can transition to a progressive management style.
  • Has determination.
  • Is prepared to do an honest assessment of their current situation.
  • Is optimistic and believe that change is possible.

The Team Members — the people you want

Evaluating and selecting Team Members

Ideal Team Member Attributes

  • They get things done. These are the people who you can give a job, despite how busy they are, and ask for it to be completed by a specific time. You know that the job will be done, that it is guaranteed and that there is no need to follow up.
  • They understand or can be trained to employ their natural talents (Strengths) to drive their work performance.
  • They exude positivity and care about others.
  • They have a “give it a go” attitude.
  • They try to meet their commitments.
  • They are supportive of others.
  • They think that everyone is equal.
  • They are curious.
  • They respect meeting protocols. (Turning up on time, abiding by meeting rules.)
  • They possess Gusto. Meaning they show great energy, enthusiasm, and enjoyment that is experienced them taking part in an activity.
  • They demonstrate Alacrity. Meaning they perform all tasks with speed and eagerness.

Extraordinary candidates

  • They Ignore their job descriptions. Well, not completely, but they think and act outside their job description or fixed roles. When they encounter situations that require action, they act irrespective of their role or position. These are the people who get things done.
  • They are eccentric. Someone with a somewhat unusual personality, someone who is very comfortable in their own skin. They may seem odd at first, but pleasantly so. They tend to be very creative, good debaters and make for excellent team members.
  • Pull their sleeves up. When the going gets tough, these people have a trait of forgetting about who they are and rapidly becoming a member of the team when required. They recognise when things have become serious and change their behaviour accordingly.
  • They appraise others in public. These people effortlessly appraise their fellow team members in the same way, and they do it publicly.
  • They are self-motivated. These people come to work firstly for its enjoyment, to satisfy their passion and secondly for pay. They are often possessed by an overwhelming need to be successful and work hard to achieve it.
  • They are process-driven. High-Performance teams are process-driven, some people get it, and some don’t. Process brings consistency, increased quality, cost-effectiveness, reduced task and project timeframes, and fewer errors, to mention just a few of the benefits. These people are the ones who off their own back work to make the process better.

It’s also good to have the following:

  • Extroverts: are generally preferred because of their talkative, sociable, action-oriented, enthusiastic, friendly, and outgoing personalities. They are also faster decision-makers, more significant risk-takers and more innovative thinkers.
  • Introverts: however, are necessary as well. They tend to be more focused, observant, lower risk-takers who carry out a more detailed analysis of available information than their extrovert partners, and they bring a conservatism and balance to decision making.
  • Non-University or College level qualified, some of the very best people have no formal qualifications at all.
  • Extraordinary: They ignore their job descriptions, are eccentric, pull their sleeves up when the going gets tough, appraise others in public, and are self-motivated and process-driven.
  • Do you see senior management traits in any of the team members? You are, after all, developing team members to become High-Performance Managers. Some clues to management potential are people who think about others first, believe they are no better than anyone else, are personable, non-judgemental and hold themselves accountable. Often the best assessment is to observe their interactions with yourself and others and go with your gut.

Case study

Evaluating Team Members

Questionnaire 1 — Position Attributes.

Questionnaire 2 — Strengths.

  • Name and understand the individual strengths of everyone on the team.
  • See a clear connection between each other’s strengths and behaviour, and see the link between strengths and success.
  • Form partnerships that encourage their mutual strengths deployment and development.
  • Use their knowledge of each other’s strengths to plan, strategize, analyse, and direct their actions.
  • Understand that excellence is not achieved in isolation. Excellence is created through the merging of team members' differing strengths.
  • Encourage collaboration among team members who have complementary strengths.

Questionnaire 3 — Diversity.

Questionnaire 4 — Working Style.

Questionnaire 5 — Belbin Team Roles.

The people you don’t want


Job perks

Hostage takers

Recruiting for High-Performance

  • Ask the routine questions that you need to cover for comparing different candidates.
  • See if they have a happy outlook and look genuinely excited to be there?
  • Say something obscure or meaningless and see if they question you about it.
  • Assess if their demeanour yells “I will give it a go”?
  • What is the worst mistake they have ever made?
  • If I don’t employ them, what am I going to miss out on?
  • To ask me a question I have never heard before.
  • What their plan is to become a professional?
  • What do they think of the job description?
  • What is the meaning of a High-Performance Team? (Noting that they may not be able to answer this.)
  • “What do you like about this person?”
  • “What do you not like about this person?”
  • “Would you employ this person again?”



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