🏆 To build a high-performing team, don’t start by hiring A-players

TL;DR

🏆 To build a high-performing team, don’t start by hiring A-players

⚠️ You think you want high performers? Beware!

❓ Your views on A-players

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To build a high-performing team, don’t start by hiring A-players

“We want A-players.” 

“We only hire the top 3% in the UK.”

These are common phrases I hear from founders eager to build high-performing teams. But here’s the million-dollar question: How do you know you’ve actually hired them?

A typical response is, "I know it when I see them," which often translates to, "When I meet someone like me." While this mindset might seem intuitive, it can lead to major hiring mistakes.

Football teams, like businesses, are no strangers to this error. Teams often recruit high-profile players with stellar records, only to find they don’t perform as expected (just think of Coutinho from Liverpool to Barcelona). Why? Because what made them an A-player on one team doesn’t necessarily translate to success on another. The context—coaching style, team dynamics, and even the pressure of a new league—changes everything.

So, how do you avoid this trap and hire the right A-players for your team? Let’s break it down.

Start with: What do you really need them to ace?

Before you hire someone based on their A-player status, ask yourself: What do you need them to excel in, and in what context?

Every start-up has different challenges, cultures, and team dynamics. The skills and mindset needed to thrive in your start-up may not align with what made them an A-player elsewhere. This is why hiring should be less about finding someone who checks all the "A-player" boxes and more about identifying someone who can succeed in your specific context.

For example:

The answers to these questions should guide your hiring process far more than a candidate’s past accolades.

The evolving A-player: Today’s star, tomorrow’s struggle?

Here’s a hard truth: an A-player today may not be an A-player tomorrow. Growth in start-ups isn’t linear, and each stage brings significantly different challenges. The person who excelled in your company’s early stages (e.g., under 50 employees) may struggle when the focus shifts to scaling (e.g., from 100 to 400 employees), or vice versa.

Similarly, someone who was a rockstar at another company may not be the right fit for yours. What works in one environment might fail in another due to differences in leadership style, company culture, or team structure.

Don’t chase labels—focus on B.E.S.T. fit

Hiring top talent shouldn’t be about ticking boxes like “top 3%” or “A-player.” It’s about finding the B.E.S.T. fit for your start-up’s needs over the next 12 to 18 months—and recognising that these needs will evolve.

To conclude, let me leave you with a thought that might seem counterintuitive🤔: the more successful your A-players are, the sooner they will be out of a job in your start-up.

You think you want high performers? Beware!

When I think of the top performers on my team, one thing stands out: they’re a pain in the a**! (and I say that with a lot of love)

🙋🏻‍♀️ They are demanding: One team member, in her first month, scheduled 15-minute catch-ups every Monday, Wednesday, and Friday. The result? We achieved alignment within a month, and she delivered tangible results that wowed the entire business.

✅ They are selective: Two team members turned my first meeting with them into a ‘test’—interviewing me on my integrity as a leader (you know who you are, C & M!😅). When faced with tough decisions, they want to ensure their leader will upheld its commitment to integrity.

🌠 They have high expectations: High performers don’t sugarcoat feedback. They’re unafraid to say, "That wasn’t good enough," (shoutout to another M for keeping me on my toes!). But always follow it with, "How can we make it better together?"

🙅🏻‍♀️ They never settle: They constantly challenge my thinking process, driving my personal growth faster than any training ever could.

💡 They’re overflowing with ideas: Their creativity is boundless. They generate brilliant ideas I would never have considered.

Why embrace the challenges of high performers? 🤯

Sure, it’s tough on the ego. Leadership training prepares you for managing people, but it rarely prepares you for the challenge to your ego or worldview when your team surpasses you in some areas. But these high performers push you to grow, to improve—and that's invaluable.

To me, high performers aren’t headaches; they’re fuel for growth. They refuse to settle for mediocrity, and as a result, they’ve made me a better leader. Most importantly, high performers can transform your entire organisation.

Want high performers? Be a high-performing leader 

To fully harness the potential of high performers, you must be willing to set your ego aside. Early in my management career, I quickly learned it’s NOT about what I can teach them but how I can unlock their potential. Here’s what you need to be ready for:

High performers vs. brilliant jerks

While high performers are demanding, they push for improvement, not self-interest—unlike brilliant jerks. Here’s how to tell the difference:

🛣️ “My way or the highway” attitude: Brilliant jerks refuse to collaborate, while high performers seek teamwork and solutions.

🗣️ All talk, no results: Brilliant jerks may boast, but they often fail to deliver. Evaluate actions, not just words.

🫵 Blame game: Brilliant jerks shift blame, hindering team cohesion. High performers take accountability and aim for growth.

Still eager to hire high performers? 😅

High performers may challenge you, push your boundaries, and sometimes even your patience—but embracing their drive is key to unlocking their full potential and your own growth as a leader. If you’re ready to listen, grow, and set aside your ego, these individuals can help you and your organisation to achieve more than sum of its parts.

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