Top characteristics and personality traits of high performers

Those who play the biggest role in an organisation’s success are almost always driven, dependable, and resilient, delivering the same great results no matter the circumstances and inspiring their team to do the same.

Let’s break down each of the top characteristics of high performers so you know exactly what to look for when building your own high-performing team. 

What is a high performer?

Ask any employee, and they’ll likely tell you their team is high performing. In our research report on the secrets of high performance, a staggering 91% of employees believed this to be true. Yet when we asked their leaders, only half agreed. That’s a big gap in perception.

We found that while employees tend to equate high performance with a steady and predictable working environment, leaders prioritise agility and pace. So, who’s right?

When it comes to individuals, high performers strike a balance between these two perspectives. They’re focused and reliable, but they also embrace change and continuously look for ways to improve themselves. Let’s explore what makes these team members stand out. 

Focusing on goals

A high performer doesn’t work from sticky notes or prioritise whoever shouts the loudest. They’re intentional about their work, setting goals and making clear plans for how to achieve them.

These individuals take ownership of their work while motivating those around them to do the same. They think bigger than personal achievements, realising that their performance directly impacts the wider team’s success.

Ultimately, the strongest team members avoid getting distracted by tasks that don’t align with their objectives, and every decision they make is driven by what will help them reach their goals most effectively.

Our research found that a shared vision and goals is one of the top drivers of high-performing teams. When everyone understands what they’re working towards, motivation soars and the team is more likely to reach its objectives. 

A positive attitude

High performers bring energy and optimism to the workplace. They’re enthusiastic, resilient, and adaptable, making them indispensable in good and bad times alike.

When things go wrong, these employees can be found seeking solutions rather than dwelling on problems. And crucially, their positivity is contagious.

Negativity can spread like wildfire in a team, lowering morale and productivity. High performers counteract this by approaching challenges with curiosity rather than frustration and treating setbacks as opportunities to learn. This doesn’t mean burying their heads in the sand, but keeping things in perspective and not letting temporary difficulties derail long-term success.

Strong interpersonal skills also play a role here. By being respectful and supportive, high performers help their colleagues feel valued and motivated to do their best.

Good work ethic

Reliability. Dedication. Self-discipline. These are the hallmarks of a strong work ethic, and high performers have them in spades. They take responsibility for their work, meet deadlines without being chased, and always strive for quality.

This impressive work ethic builds trust among colleagues and leaders, who know they can count on them when it really matters. In turn, this strengthens the entire team’s culture.

Effective communication

Ever worked with someone who is brilliant at their job but terrible at explaining things? It can be frustrating. High performers know they’re one piece of a larger puzzle; while their work is essential, it must fit into the wider plan, and the only way to make that happen is by communicating clearly.

This doesn’t just mean being articulate. Good communicators adapt explanations for their audience so that everyone can understand even the most technical topics. They also actively listen, give constructive feedback, and take in different viewpoints. Strong communication has the power to prevent misunderstandings, resolve conflicts before they escalate, and make collaboration far more effective.

In our research, employees ranked clear communication as one of the top three drivers of high performance, and it’s easy to see why. Without it, even the most talented team members can struggle to work together.

Adapting to new situations

Change is inevitable in any organisation, and some find it tough to deal with. But high performers don’t just cope with flux; they embrace it. Whether it’s a sudden shift in strategy or an entire business restructure, they stay cool and adjust quickly.

Anticipating change is just as important as reacting to it, and high performers think ahead and proactively prepare for new situations so that they can hit the ground running.

Because they’re flexible, top employees are also less likely to get frustrated when things don’t go their way. Instead of resisting change, they focus on the best way forward, helping them keep calm while also reassuring those around them.

Consistent performance

While occasional bursts of brilliance are great, they simply don’t cut it when it comes to reaching and exceeding long-term goals. High performers work consistently to deliver impressive results over and over again.

These individuals have solid routines and sustainable habits that help them maintain quality. Instead of going all out at the last minute to hit deadlines, they pace themselves and take time to make sure their work is top notch. While some team members might sprint to finish projects on time, high performers are more like marathon runners – steady, focused, and in control.

Consistency also builds trust with fellow team members and calms a frantic atmosphere. When you know someone will deliver on their promises, you can relax a little and focus on your own commitments rather than micromanaging.

Leading by example

You don’t need a big title to act like a leader. High performers inspire those around them by finding solutions to tricky problems and helping others out, all without being asked.

They take ownership of the entire team’s success, not just their own responsibilities. And when there’s a challenge, they step up.

Like any good leader, the best employees hold themselves to the same high standards they expect from others, and they don’t pass blame when things go awry. On top of this, they’re the first to offer support when a colleague needs it. High performers know that acting with integrity earns more respect than dishing out orders.

Healthy work-life balance

High performers work smart as well as hard, knowing when to push themselves and when to take a step back to avoid burnout. They understand that working themselves into the ground isn’t the answer, instead building sustainable habits that keep the quality of their work high.

They take care of their physical and mental wellbeing to keep up the energy needed for peak performance. You’ll notice that high-performing employees don’t skip breaks, and they set boundaries to protect their personal time. Downtime isn’t wasted work time; it’s an essential part of staying sharp and focused.

Accepting constructive criticism

Nobody’s perfect, and high performers know this better than anyone. Instead of getting defensive and taking feedback personally, they see it as an opportunity to improve.

While other employees may only be able to stomach so much criticism in one go, the strongest team members often ask follow-up questions so they have all the information they need. They then reflect on the feedback and put it into action to boost their performance even further.  

Building habits and routines

High performers don’t leave success to chance – they build habits that set them up for it. They create systems that support their work, whether it’s planning their day the night before, blocking out focus time, or using software to manage their workflow.

Routines reduce decision fatigue, helping employees stay productive without constantly having to think about what to do next. They also keep things moving forward on days when energy or motivation is lower than usual.

High performers aren’t constrained by their routines, adapting them whenever they need to. But when it feels like there’s never enough time to get everything done, a little structure keeps them focused on the most high-value work.

Accountability

High performers don’t play the blame game. When things go pear-shaped, they own their mistakes and focus on fixing them rather than making excuses. Passing the buck damages trust and wastes time that could be spent finding a solution.

They’re also willing to be held accountable by others. They don’t bristle at tough questions or dodge difficult conversations. Instead, they give straight answers and collaborate to solve problems quickly.

Successful employees take responsibility for their accomplishments as well. Achieving goals takes hard work, and celebrating is great for team morale. It’s also an opportunity for everyone to learn what works well.

At the same time, you’ll find that high performers always share credit where it’s due rather than receiving praise at others’ expense.

Mindfulness

Mindfulness isn’t reserved for yoga retreats and wellness influencers; it’s a secret weapon for high performers. They know that staying present, focused, and mentally resilient is crucial in high-pressure environments.

Many use techniques such as visualisation, breathing exercises, and positive affirmations to get into the right mindset. A deep breath before a big presentation or a moment of calm before tackling a difficult task can make all the difference.

Mindfulness can also be built into an employee’s general approach to work, including things like concentrating fully on the task at hand, avoiding distractions, and keeping their emotions in check when things get stressful.

Understanding their strengths and weaknesses

Top employees know they’re not superheroes, and that’s exactly what makes them so effective. Rather than trying to be great at everything, they focus on what they do best and delegate or seek support in weaker areas.

This self-awareness helps them make smarter decisions about how they work. They don’t waste time struggling with tasks that don’t suit their skill set. Instead, they lean into their strengths and find ways to mitigate their weaknesses, whether through collaboration, upskilling, or simply knowing when to say no.

This isn’t an excuse to avoid challenges. High performers still push themselves outside their comfort zones, but they do it strategically, judging which new strengths will be valuable in the future, and which simply aren’t worth the time and effort.

Collaborating with others

High performers aren’t lone wolves. In fact, they thrive in teams, bringing out the best in those around them. They understand that collaboration isn’t just about splitting tasks, but about sharing knowledge and creating something better together.

Interestingly, while many employees see collaboration as one of their company’s top strengths, leaders often disagree. Our research discovered that business leaders consider teamwork one of their organisation’s biggest weaknesses. This suggests that while employees may feel they work well together, there’s often room for improvement in how teams function at a strategic level.

High performers bridge this gap by communicating clearly, knowing when to lead and when to follow, and adapting their approach to suit the needs of the team.

Having a growth mindset

Our research report found that a culture of learning and growth is one of the most important drivers to high performance in organisations. During his appearance on The MHR Show, business theorist André de Waal explains, high performers “continuously want to develop themselves to achieve the best they can and contribute to the success of the organisation.”

The most capable team members make continual progress rather than relying on a fixed set of abilities, and they view challenges as learning opportunities. While they’re aware of their strengths and weaknesses, they realise these can and should evolve over time.

This willingness to learn means that high performers are constantly developing new skills, refining their approach, and seeking new projects that will benefit from their talents. While many employees get stuck in old ways of working just because “that’s how it’s always been done”, high performers are always thinking about how they can improve things.

Final thoughts

If you’re looking to build a high performance culture, discover how MHR’s payroll and HR software can help you recruit, retain, and develop high performers. You can also delve into more data from our research on high performance by downloading the report.