Why high performers are often not the best employees

How do you measure an employee's value? The answer seems simple: performance counts. Numbers, data, facts! But what if we told you: That's only half the story? US author, keynote speaker, and leadership expert Simon Sinek has presented a model used by the Navy SEALs (!) to select elite combatants, and it's surprisingly easy to apply to companies. Even in the STEM world.

Sinek asked the Navy SEALs a simple question: "How do you find the right people for your team?" The answer came in the form of a two-dimensional diagram:

And now it gets interesting: The SEALs clearly state that they prefer mid-performance and high-trust to high-performance and low-trust. Why? Because the latter destroys entire teams and companies in the long run.

High Performance High Trust
The jackpot. Delivers top results, is there for the team, and pulls together the team. This is the person you'd trust not only with your project, but also with your front door key. Warning: Burnout risk. Anyone who thinks and feels for everyone quickly becomes overwhelmed.

Low Performance Low Trust
The famous "Destructivus" (from the book "The Asterix Controversy"). Performance? None. Social? Not really. Nobody in the company wants this combination, and it usually sorts itself out. If not, it makes sense for the company to help out. Better sooner rather than later.

High Performance Low Trust
Now things get tricky. On paper, a top employee. He or she delivers, without a doubt. But at the expense of others. Ruthless, self-centered, often manipulative. What they do only benefits their own account, never that of the team or the company.
Sounds exaggerated? Ask, who is the asshole in the team? Fingers almost always point at this type.
And yet: These people often get the bonus. Because their performance is measurable, and the collateral damage is rarely captured in KPI form.
Tip: If you have someone like this on your team, balance things out with real team players who can pick up the pieces afterward. And above all, keep this person under constant observation. If the team suffers, take action.

Low Performance High Trust
These people may appear inconspicuous to the outside world and may even be considered underperformers, but they are the social backbone of a company. They rebuild what others have torn down, listen, show understanding, and hold the team together. Probably not "stars" on paper, but essential for the working atmosphere.

Mid Performance High Trust
The hidden champions. Reliable, reflective, socially competent, and consistently deliver. Maybe not with the spotlight, but with heart, mind, and team spirit. These employees are worth their weight in gold. They not only drive your company forward, they also hold it together.

Let's be honest: toxic behavior is often rewarded.
Why? Because performance is easy to measure, but trust isn't. Bonus models, career paths, project responsibility: they're usually based on what's visible. But what truly keeps a company healthy happens quietly, between the lines, and between people.

Who regularly receives bonuses in your organization?
Is it really the person or individuals who will strengthen the company in the long run? Or is it the high performer who regularly causes emotional damage?

The next time you ask yourself who your best people are, look not just at the numbers, but also at relationships, integrity, and teamwork. Because, as the Navy SEALs say:

isn't enough. Only with

does it really get better.
Now you know why high performers are often not the best employees!

This article was written by Dr. Stefanie Degenhartt. She specializes in STEM recruiting without all the blabber: straight talk instead of platitudes!

She says about herself:
I don't believe in perfect resumes. I believe in people. As a recruiter with heart, brain, humor, and an extra dose of common sense, I find specialists and managers in the fields of medicine (mathematics is included in the natural sciences), engineering, natural sciences, and technology who not only have the skills but also fit the personality. I speak plainly, ask questions where others remain silent, and follow up when things get uncomfortable. No algorithms, no run-of-the-mill questionnaires – just genuine interest, honest conversations, and a good sense of who's a real fit for you. And because good recruiting is always employer branding, we also make visible what makes your company special as an employer.

Send me a message on LinkedIn or give me a call if you'd like to know how I can help you find the right people for your company. Free and without obligation.