Virtually every organization has a few superstars. They’re the employees who’ve fast-tracked their way to the C-suite or maybe they don’t sit at the top of the hierarchy, but they are definitely part of the tacit power structure within the organization. Generally, they’re well regarded, highly respected and seem to have an X factor that propels them to succeed….But how do they achieve such success? What is it that they do differently? Is there a specific set of skills they possess that others don’t?
VP of Global Talent for Mattel, Michael Nehoray asserts “ It’s less the what and more the how. It’s the skills that don’t show up on the resume. ” While there may be natural inertia to focus on more technical or measurable skills when evaluating high potential candidates within an organization, seasoned HR professionals attest that the skills that distinguish superstars are often much more nuanced soft skills. I asked several seasoned HR thought leaders to share the unique talents that these organizational superstars seem to possess, and here’s what they said.
Talent #1 – Agile and Adaptable
With technology moving at breakneck speed and organizations constantly changing, agility and adaptability can position a high potential to seize opportunities that others will miss. As the International Bestseller “Who Moved My Cheese” asserts, being able to understand and adapt to change can mean the difference between thriving and failing. Soderstrom questions even the use of the phrase “change management” in the business lexicon. Instead, she insists
Just call it leadership! Indeed, change isn’t about a new, separate event. It’s ever-present day to day, and organizational superstars don’t miss a beat when changes are introduced. They are “change ready” and agility is just part of their DNA.”
Talent #2 – Tenacious Problem Solvers
All leaders have problems and as a result, they inevitably place the highest value on team members who are effective problem solvers (preferably without much hand holding). Typically, the larger the problems being solved, the higher their stock rises in the organization. As such, it’s no surprise that tenacious problem-solving shows up on the list of organizational superstar traits. While intellect and analytical skills are certainly necessary elements for problem-solving success overall, here Soderstrom focuses on the tenacity and laser focus with which they tend to face problems. She insists,
Organizational superstars throw themselves into battle. They just want to solve problems. They understand the politics but don’t let that deter them from delivering.”
Talent #3 – Organizational Savvy
Few can question the simple reality of power dynamics and politics in most organizations. Those who fly up the hierarchical food chain typically possess the organizational savvy that enables them to flourish irrespective of the political environment. HR Executive Desmond Atkins asserts, “They know how to play the game in whatever organization they’re in. They understand what their organizational culture rewards.”
Talent #4 – Highly Attuned to Their Leadership’s Preferences/Culture
Similarly, superstars are keenly aware that leaders vary significantly in their value system, style, and priorities. As such, these ultra-successful team members are typically both shrewd and flexible in their ability to adjust on a dime to their particular leadership culture. They are keenly aware of the value of learning to “play the game in the way that their leadership recognizes success” according to Atkins. This more sophisticated work approach often requires that they take time to learn their boss’ preferences and manage up regularly.
Talent #5 – Influences Others
The ability to wield influence within organizations arguably might be the most valuable currency in any organization, and organizational superstars are typically masterful in their ability to influence not just peers/leadership but ultimately business results and decisions. Nehoray has observed organizational superstars as those who “influence others in a positive way through their energy, perspective, and solution focus. They’re able to move things forward that others simply aren’t able to.” As a result, they maintain premium value within the organization.
Talent #6 – Broad Perspective/Strategic Thinking
Organizational superstars aren’t simply transactional. Instead, they think strategically to consider potential consequences and identify advantageous alternatives for any business challenge. Strategic thinking is arguably a skill set that many organizations use to assess overall leadership potential, and as a result, those who garner support for higher-level positions are often those who have clearly demonstrated a strategic mindset. When asked to describe traits of organizational superstars, Nehoray insists “They’re thinking 2, 3, 4 moves ahead. They typically think beyond the day-to-day, and their solutions tend to have a lasting impact.”
Talent #7 – Resilient Attitude
As resilience is a critical ingredient for life success, the same holds true in professional environments as well. Referencing high potential candidates, Nehoray observes
They don’t fall apart when things don’t work. They tend to have a contagious positivity and belief in the future that others can feel. It’s hard to find a superstar without a forward-thinking, positive attitude. Indeed, their resilience speaks to a particularly healthy mental outlook that doesn’t just allow them to bounce back after disappointment or unexpected change but to quickly shift gears and begin to move forward while others may continue to mentally stay stuck in the past or even worse become dejected, bitter, or passive aggressive. Their healthy, resilient attitude isn’t just more pleasant; it also lifts morale and ultimately positions them to get results.”
While these seven qualities are certainly not an exhaustive listing of what organizational superstars do differently, they are highlighted because they tend to define that nebulous X factor. They’re not classically measurable skills that typically show up on a training plan, but they’re as powerful and consequential as they are hidden. It’s worth noting that the importance of these more obscure talents in no way minimizes the relevance of other more traditionally recognized skills and abilities like presentation/facilitation skills, emotional intelligence, conflict management skills, project management skills, industry knowledge, etc. The two types of talents are not mutually exclusive but complementary and ultimately mutually necessary to distinguish oneself in today’s competitive workplace environment.