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In basketball, when the game is on the line, coaches want to get the ball in the hands of their best player. They design plays that go to the player with the greatest skill, and they trust that player to make the game-winning shot.

Businesses, like sports teams, also have go-to people. These high performers can be counted upon to come through in the clutch. They are entrusted with the biggest projects, and they are expected to deliver. Since they have a track record of success, go-to players are called upon to respond to challenges and orchestrate turnarounds.

In the Ivey Business Journal, Jeffrey Gandz, gives a snapshot of a go-to performer, and he lends advice on managing them.

Qualities of a Go-To Performer

1. They are politically astute without being corporate politicians

Go-to performers can navigate the interplay of personal interests within the workplace without falling prey to selfish ambition. They attractively promote company values and esteem organizational success on par with personal advancement.

2. They have power, but prefer to empower

A go-to performer recognizes that sharing power is preferable to hoarding top-down authority. Such a person empowers teammates and draws out the best from those around them.

3. They are negotiators with a non-negotiable impulse for success

Go-to players are pragmatists. They expertly arrive at compromises to unify the members of the organization. They know when to press their opinions and when to back off on nonessentials. At the same time, they have an unwavering standard of excellence which they refuse to compromise. By setting the bar high for performance, they raise the level of excellence throughout their sphere of influence.

4. They are networkers

Go-to performers value connectedness. They naturally lend advice, talents, and relationships to others, and, in doing so, develop a web of friends and supporters. When a favor is needed, they have an ample network from which to draw.

5. They think outside of the box while acting inside the box

Go-to performers aren’t bound by conventional thinking. They readily step beyond traditional systems to explore a realm of possibility. At the same time, go-to performers have the emotional intelligence to invite others into their creative process. They aren’t out to overthrow the established culture, but, as Gandz writes, “They use the culture to change the culture; they know how to use channels effectively, and when there are no channels they create new, legitimate ones rather than acting as revolutionaries and mavericks.”

Managing a Go-to Performer

1. Challenge them

As Gandz observes, go-to performers, “Are natural high achievers and sometimes the biggest challenge is keeping them challenged.” They thrive on stretching themselves and testing their talents. Go-to players should be kept on the forefront of the action so that their zest for a challenge has an outlet.

2. Value them

Go-to performers, given their dependability and capacity to excel, often are handed a disproportionate share of the workload. Although likely to enjoy having a lion’s share of responsibility, go-to players may feel taken for granted if they don’t receive recognition. In light of their contributions, go-to players should be applauded as team MVP’s and given credit for their accomplishments.

On this day...

• Judges 8 - 2024
• Judges 7 - 2024
• He has kindled his wrath against me and counts me as his adversary - 2011
• Don't put your faith into feelings. - 2010
• PLACED IN THE LIGHT - 2009
• The Scramble for Popularity - 2009
• Colossians 2:6 - 2009
• THE QUEST FOR IMPERFECTION - 2008
• POLITICAL SKILL - 2008
• 1 Corinthians 2:2 - 2007