8 traits of top employees

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Companies of all shapes and sizes are now facing higher levels of uncertainty and considerably fewer resources to spend on even top-priority initiatives.
The result has been a growing significance of a certain type of employee: dynamic, consistently effective, endlessly useful, and enjoyable to work with.

These people can be hard to spot in advance, but when you have one working for you, you know it right away. At ReWork,
we’ve found that these indispensable employees tend to share eight common traits.

Here they are, along with some advice on how you can uncover them:

1. Resourcefulness


The ability to (quickly) find, unlock, and mobilize resources (i.e. money, expertise, skills, support) in order to plan, pivot, evaluate, execute, or
scale a project.

The information age has been upon us for some time now. Anything we could ever hope to know is at our fingertips, including best practices,
trouble-shooting guides, top 10 lists, and the Twitter handles of people who are far more experienced than we are. But not everyone can access this
information equally. Most are still overwhelmed in this sea of knowledge.

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If I asked you to conduct a feasibility study on effective conservation techniques to protect the rare aquatic pygmy sloths of Panama, how quickly could you find a template for such a
study? How long before you would be in touch with a niche conservation biologist who studies those animals
to help advise you?

If your answer is anything over two hours, you’ve got room for improvement (seriously).

How to uncover it:

  • Ask for specific examples of times that they found critical information or resources quickly. This includes fundraising and coalition building, as well
    as smaller stuff (such as “How To” lists) that helped a project move forward faster.
  • Tell them you want to do an obscure project and need help. Ask them to conduct a feasibility study on something like the pygmy sloths examples above.
    See how quickly they can find a template for such a study or the contact information for the niche biologist who studies those animals and who could serve as an advisor.

2. Resiliency

The ability to work well under uncertainty, and to continue after (substantial) setbacks.

Most organizations are now experiencing increased instability and uncertainty, and thus, using shorter planning horizons. Teams in all functional areas are
seeing more tumultuous work streams with changing goals and deadlines. Some people have a strong tendency to mentally lock up under those conditions. The
results aren’t good: decreased performance, irritability, fear, and tensions with other team members. Resiliency is the ability to maintain smooth sailing
through those situations.

How to uncover it:

  • Ask for evidence of grit. This could be times they narrowly averted disaster, took a huge risk and had it pay off, or came back from a stunning defeat
    to achieve victory in the end.

3. Confidence

A healthy esteem for one’s abilities and approach to life; an innate knowledge that “I can handle it.”

The line between confidence and arrogance is fine, as we all know. Nobody wants to work with people who think they are always right. But there is no
substitute for someone who truly, with good reason, believes in his or her ability to handle any situation and figure it out.

How to uncover it:

  • See if the person is willing to say “I don’t know.” Ask a question (perhaps about your organization) that: (a) has a right and wrong answer, and (b) is
    highly unlikely that this person knows the answer. See if they admit not knowing, or if they dodge or BS an answer, or try to guess. If they do any of
    those things, beware. That is not cool.
  • Listen to how they speak. Confident people tend to speak more slowly, take pauses before answering, and don’t backpedal on their answers.

4. Coachability


The trait of not only being able to accept constructive criticism, but of actively seeking out consistent feedback and mentorship; the trait of
intentionally cultivating a beginner’s mind; the essence of a learner.

Especially for those early in their careers, this is crucial. Nobody knows everything, and there are lots of people who’ve been there and done that, with
failure and success. Having a genuine interest in learning from them—even when it’s hard—is incredibly useful.

How to uncover it:

  • Ask for examples of times when they pursued or engaged in mentorship opportunities, and how their mentors helped improve their professional abilities
    over time or when it mattered most.

5. Versatility


The ability to bring one’s full range of skills and strengths to bear in different and new situations, including both on teams and in individual
settings.

This is pretty straightforward. Managers need to know that they can re-shuffle and re-allocate people as needed. Sometimes, that means logistical changes
and deadline shifts. Other times, it means entirely new workflow compared to the status quo. The more adaptable the person, the wider a range of settings
he or she can be sent into.

How to uncover it:

  • Ask for evidence that they’ve excelled in wildly different work settings, and ask about their process for handling the transitions.

6. Industriousness

The ability to work your a** off; good old-fashioned hard work.

Similar to confidence, there is nothing like a dose of serious hard work. Can they crank for eight hours straight when push comes to shove? Can they pull
an all-nighter if they have to? Do they complain when mind-numbing tasks are required, or do they just do them, and do them well?

How to uncover it:

  • Ask them to explain what it means to hustle, in their own words. You’ll know right away whether they like that word—their eyes will light up, they’ll
    smile, and they’ll fondly recount tales of intense times. Everyone has that spark that lets them rise to the occasion. Give them the chance to let
    their spark shine.

7. Loyalty

The ability and willingness to develop a long-term relationship with a team, organization, or cause.

As careers fragment further and further (current college grads will, on average, work for 14 different employers before they retire), the days of long-term
work relationships seem to be fading fast. Truthfully, they probably are, but that doesn’t mean people like to work with others who’ll take off at the
first sign of trouble or greener pastures.

How to uncover it:

  • Ask for examples of times when they chose loyalty over opportunity.
  • Ask them what they are committed to in their life, and see whether there is overlap in their answer and the mission of your company.

Note:
Be careful with this one. Just because someone left a job (or jobs) in short time periods doesn’t mean they don’t have loyalty—it just means those places
weren’t able to command their loyalty.

8. Principle

A sense of what is right and what is wrong, and choosing to act in accordance with what is right.

This one is another fine-line situation. Being principled is relatively rare—but being judgmental is common. Principled doesn’t mean casting judgments left
and right; it means being willing to speak up when something wrong is about to happen. Human beings have an instinctive urge to follow those who show a
strong sense of ethical concern, and every manager can sleep better at night knowing they can trust their team with sensitive information, delicate
situations, and brand equity. Hire people who live their values, and you’ll develop a fantastic company culture.

How to uncover it:

  • This one is tough. It’s impossible to ask about this directly in any useful way. Keep your eyes open for someone speaking up about something they don’t
    agree with. You can ask about times that they’ve witnessed injustice and intervened, but that can be a difficult question to put someone on the spot
    with.

Find these eight traits in the talent you bring on, and your organization will be thanking you for years to come.

Nathaniel Koloc is co-founder and managing partner of strategy at
ReWork, a Colorado-based start-up that matches exceptional professionals to jobs at for-impact companies. Koloc is responsible for team coordination,
strategic partnerships, brand evolution, and new service development. He is an Unreasonable Fellow (’11) and a StartingBloc Fellow (’10), and holds a
Masters of Science in Strategic Leadership toward Sustainability.

The
Young Entrepreneur Council (YEC)
is an invite-only organization comprised of the world’s most promising young entrepreneurs. In partnership with Citi, the YEC recently launched
#StartupLab, a free virtual mentorship program that helps millions of entrepreneurs start and grow businesses via live video chats, an expert content library and
email lessons.

A version of this article originally appeared on the
Young Entrepreneur Council.

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