The Age of High Performance

The Age of High Performance

NOTE: While this transcript has been reviewed, it may contain errors. Please review the episode audio before quoting from this transcript.

Jill Wiltfong:

Hi, I’m Jill Wiltfong, Chief Marketing Officer at Korn Ferry, and this is Briefings, our deep dive into the topics corporate leaders need to care about.

CEOs certainly have a lot on their plates: multiple wars, inflation, tariffs—all affecting business. And then there’s perhaps the biggest challenge of all: AI, the cost of which is now a staggering $150 billion this year alone.

But the big secret of the AI revolution may be that a firm’s most valuable asset isn’t cutting-edge technology. It’s the people using it. All of this is causing firms to focus intensely on one type of employee: the top performer.

In this environment, companies are realizing that people with critical skills and drive aren’t simply nice to have. They’re essential—at least if those companies want to survive.

With that in mind, let’s take a serious look at what defines a top performer today and what smart leaders are doing to develop and retain them in this age of high performance.

Before we begin, if you’re watching us on YouTube, please be sure to like, subscribe, and leave a comment sharing your thoughts on this topic.

You can also read more about this subject in a feature in our Briefings magazine, available at airports and online.

Jill Wiltfong:

I’m joined now by Michele Capra, Vice President in Korn Ferry’s RPO practice. She is on the front lines of helping company leaders find some of the most talented people on the planet, so her perspective offers a strong indication of where things are headed.

Michele, it’s great to have you here.

Michele Capra:

Thank you so much for having me, Jill. I’m excited to discuss this topic.

Jill Wiltfong:

For a long time, firms emphasized rewarding all employees rather than a select group of stars. But that’s changing.

This year, many companies may discontinue so-called “peanut butter raises,” in which pay increases are spread evenly across the workforce, in favor of paying high performers disproportionately more.

What is it about today’s landscape that is causing companies to focus so heavily on star performers?

Michele Capra:

Traditionally, a high performer was someone who executed well, delivered effectively, and successfully managed teams or functions.

Today, those capabilities are being combined with AI and technology. High performers are taking things a step further by using those tools to create a competitive advantage.

These are the individuals who will lead the charge. They will also help other teams accelerate their performance and deliver stronger results.

That makes retaining them critical, because their combination of skills is so unique in today’s environment.

Jill Wiltfong:

You’re heavily involved in recruiting these A players. But many HR experts say a glut of AI-powered job applications has made it harder to separate genuine star candidates from those who only appear qualified.

What, if anything, are companies doing differently to identify real top performers?

Michele Capra:

It’s a genuine challenge. We’re seeing a huge volume of applications and résumés that appear to match the job description.

Organizations are no longer looking only at what appears on a résumé. They’re examining how candidates achieved those results and what decisions they made along the way.

That requires a genuine human connection. We’re seeing organizations bring candidates back on-site for interviews because they want to establish that connection from the beginning.

Jill Wiltfong:

That was a scene from Rocky II, in which Sylvester Stallone trains with his coach to become a top boxer.

In the business world, companies are responsible for training and developing their top talent. Effective training certainly seems essential, given that one survey found two-thirds of managers and executives believe their most recent hires were not fully prepared when they first entered their roles.

What practical steps should firms take to develop average performers into top performers?

Michele Capra:

The biggest mistake is thinking that training alone is enough.

Training is critical, but it’s only one component. It provides a foundation and a toolkit that allow people to succeed and accelerate their development into top performers.

Training is one pillar. Mentorship is another. Employees also need strong leaders who will guide and support them. And then there is practice within the role.

Athletes practice every day to prepare for competition. The same principle applies at work.

Someone in customer service might participate in a simulation that walks them through an interaction with a challenging customer.

A consultant might deliver a mock client presentation. That gives them an opportunity to practice and address any areas for improvement before they are in front of an actual client or customer.

Jill Wiltfong:

I also want to touch briefly on Gen Z. Members of this generation may be among the most AI-savvy people in the workplace, but the unemployment rate for recent college graduates remains noticeably higher than average.

Are there particular skills this generation may be missing that make it harder for them to be viewed as high performers?

Michele Capra:

Gen Z brings so many valuable capabilities to the workforce, and they are going to help all of us work smarter, not harder.

The areas they should focus on developing are problem-solving and communication.

They may be able to build an AI-powered tool very quickly, but they also need to articulate what that tool does. What is the return on investment for the client? What is the reasoning behind it?

Leaders need to support them on the journey toward answering those questions.

AI capabilities are critical, but the human component—and the ability to communicate effectively—is just as important.

Jill Wiltfong:

Michele, thank you so much for joining me and for another thought-provoking conversation.

Michele Capra:

Thank you so much, Jill. Have a great day.

Jill Wiltfong:

We’ve looked at what companies are doing to identify and train top performers.

After the break, we’ll speak with a success strategist who has worked with astronauts, Olympic champions, and Nobel laureates. She’ll share her advice on what individuals can do to be recognized as top performers in today’s competitive environment.

Stay with us.

Jill Wiltfong:

Welcome back.

In the first half of this episode, we discussed how companies are assessing and acquiring top performers. Now let’s flip the script and examine what employees can do to be recognized as top talent.

To help us, I’m joined by Ruth Gotian, a speaker and executive coach for high achievers. She has worked with Nobel Prize winners, Olympic champions, and Fortune 500 executives, so it’s fair to say she knows something about what it takes to reach the top.

Ruth, it’s great to have you with us.

Ruth Gotian:

Thanks for having me.

Jill Wiltfong:

That last clip featured podcaster Tim Ferriss discussing a commonality he has observed from interviewing many high performers.

Ruth, as I mentioned, you’ve worked with some extraordinarily high-achieving people. In your experience, what common traits separate them from people who don’t quite live up to their full potential?

Ruth Gotian:

There are four common traits among these high performers.

First, they have tapped into their intrinsic motivation. It is something that comes from within—that fire in the belly.

Second, it’s the way they approach challenges. Most people don’t try because they are afraid of failing. High performers and high achievers fear not trying more than they fear failing. They view a challenge as a puzzle to be solved.

Third, they never rest on their laurels. What made them successful early in their careers is something they continue doing later: opening their minds to new knowledge so they can connect dots that other people don’t yet see.

You can take LinkedIn Learning courses, watch webinars, and talk to other people.

In fact, every high performer I have interviewed has surrounded themselves not just with one mentor, but with a team of mentors.

Jill Wiltfong:

There is also a scenario in which someone may genuinely be a top performer but isn’t viewed that way by their boss.

You’ve said that this often comes down to the difference between being a fixer and being a builder. What do you mean by that?

Ruth Gotian:

High performers are often overlooked precisely because they are so good.

They put out fires they didn’t start. They execute. They are the people who get things done.

But if you are always solving crises, you may be viewed as a fixer rather than as a leader who is building and creating a strategy for the future.

That is the signal you are sending to leadership. If you want to change the perception of you from fixer to builder, you need to change the signals you send.

Jill Wiltfong:

That was a clip from The Devil Wears Prada 2, in which an assistant tries to be friendly with a new boss and says exactly the wrong thing.

On that note, Ruth, you have a clear strategy for how not to communicate with your boss when trying to be recognized as a high achiever. Tell us more.

Ruth Gotian:

People often think, “Let me close out the week by sending my boss the three things I accomplished.”

That may be useful the first week. It might even be useful the second week. By the third week, it becomes noise.

Your manager expects that every Friday at four or five o’clock, an email will arrive listing three accomplishments. At that point, it can appear as though you are searching for things to include simply because it is time to send the email.

Jill Wiltfong:

How should people communicate with their managers if they want to be recognized as top talent?

Ruth Gotian:

Instead, send an email as things happen.

You might write, “This is what I just accomplished,” “This is the fire I just put out,” or, even better, “This is what I prevented from happening, and this is what it saved.”

Use percentages, numbers, and dollar amounts so your manager understands the impact. Share the information in real time.

At the top of the email, write: “For your information. No response necessary.”

That line is important. Without it, your manager may feel that a response is expected. They have to stop what they are doing and think about how to reply, which can eventually become annoying.

But when the message is for their information only, it becomes valuable.

Remember that your leader also has a boss. They need examples of success that they can discuss with their own leadership. By sharing your impact clearly and in real time, you’ve handed those examples to them on a silver platter.

Jill Wiltfong:

I love it. Those are some fantastic tips.

Thank you so much for joining us and sharing your insights today. We appreciate it.

Ruth Gotian:

Absolutely. Thanks for having me.

Jill Wiltfong

The executive producer of Briefings is Jonathan Dahl. Today’s episode was produced by Rupak Bhattacharyya and Zachary Dore, and it was edited by Jaren Henry McRae.

It contains reporting by Russell Pearlman, Ariane Cohen, Peter Lauria, and Meghan Walsh. Our video segment contains original artwork by Fraser Milton, Haley Kennel, Jonathan Pink, and Sasha Kotzek. Our web operations are managed by Ed McLaurin.

Don’t forget to read our magazine—available at newsstands and at kornferry.com/briefings.

That’s it for Korn Ferry Briefings. I’m Jill Wiltfong. See you next time.