Matt Gray Identifies 8 Essential Traits of High-Performing Employees

In a recent LinkedIn post, Matt Gray, who has hired over 90 high performers in the last three years, shared a list of eight rare traits he observes in top-tier employees. Gray emphasizes that while many candidates may possess common attributes like a strong work ethic, certain qualities distinguish truly high performers.

The Foundation: Grit and Resourcefulness

At the core of Gray’s criteria is ‘Grit,’ which he defines as more than just hard work. He elaborates on its components:

Grit is the ability to persist through obstacles, strength to bounce back from failure, and tenacity to keep pushing, no matter the challenge.

As Gray notes, “Hard work is common. Grit is rare.” This resilience is paired with relentless resourcefulness. He describes these individuals as innovative problem solvers who are convinced a solution always exists, likening their ability to navigate challenges to water finding a path around any obstacle.

Attitude and Aptitude: Optimism and Learning

Beyond resilience, Gray highlights the importance of a positive outlook. He argues that in the often turbulent world of entrepreneurship, optimistic individuals are crucial for maintaining morale. These team members, according to Gray, view obstacles not as roadblocks but as stepping stones, bringing an electrifying and infectious energy to the team.

Complementing optimism is the trait of constant learning. Gray points out that the return on investment for individuals committed to continuous development compounds significantly. In today’s rapidly changing environment, the ability to learn and adapt is paramount. He lists key behaviors of these hires:

• Seek feedback
• Expand their skills
• Stay curious and hungry

Gray suggests that investing in such individuals yields an “infinite return on investment.”

Interpersonal Skills and Mindset

Gray also stresses the critical nature of interpersonal dynamics, dedicating an entire point to “Not Being an Asshole.” He asserts that regardless of intelligence or work ethic, a lack of empathy, poor collaboration, or disrespect disqualifies a candidate. “I don’t care how smart, hardworking, or optimistic you are. If you don’t: show empathy, collaborate well, treat others with respect. I don’t want you on my team. Period,” Gray states emphatically.

Further enhancing the team dynamic, Gray looks for individuals who are “Fun to Be Around.” He believes that positive energy, a sense of humor, and a lightness brought to the workplace make a substantial difference, especially during intense work periods. When work feels like play, he suggests, teams become unstoppable.

The Growth Mindset and Responsibility

A foundational element for Gray is the “Growth Mindset.” He seeks individuals who embrace challenges as opportunities for development and believe that abilities can be cultivated. People with this mindset, in Gray’s view, become obsessed with the process rather than fixated on the outcome.

Finally, Gray values team members who “Enjo[y] Responsibility.” He needs people who take ownership of their work and genuinely care about performing well. This not only leads to better team performance but also provides the leader with greater ease and peace of mind, reducing the need to constantly follow up.

In summary, Matt Gray’s insights offer a comprehensive look at the qualities that define high performers, extending beyond mere technical skills to encompass resilience, attitude, interpersonal effectiveness, and a proactive approach to growth and responsibility.