Why Hiring and Keeping Superstars Is About Personality, Not Just Skills or Experience

Contrary to familiar HR wisdom, superstar performers follow a unique behavioral and personality profile that traditional interviews often miss. Research on high performers reveals a reliable pattern: they combine assertiveness (dominance) with empathy (influence), resulting in persistence through setbacks and an ability to forge strong buyer or teammate connections.

Behavioral screening methods, such as those inspired by the DISC assessment, intentionally stress-test candidates. Rejecting first, then watching for pushback, lets you spot those with unshakeable self-confidence. Most will politely accept rejection and move on—these are not your superstars. But the few who argue back or immediately start selling themselves show the emotional armor needed for high-pressure performance roles.

Stars may come from unconventional backgrounds and thrive on challenge. Performance-based compensation further acts as a magnetic reward, keeping them rowing hardest for shared wins. Science confirms that personality-centric hiring outperforms credential- and background-driven selection, especially in sales and other high-impact fields. Getting the right people (not just the 'right resumes') shifts the trajectory of teams and results.

When you need a true standout, create a job description that speaks only to stars—skip bland requirements and aim high. During interviews, reject strong candidates first and observe: do they cave, or do they politely provide evidence for why they belong? Ask deep questions about their biggest challenges and their ability to bond with others. When you spot the right mix of dominance and influence, reward them handsomely for what they deliver, not just for showing up. Over time, this approach attracts game-changers and weeds out the merely average.