09 September 2019
Competitive or high-performing? Two distinct approaches. Understanding your internal drive helps align better with a team’s culture and challenges.
09 September 2019
“A high-performing talent is driven by the desire to go further and achieve results, while a competitive person measures themselves against others. Knowing yourself well helps align with an organization’s culture.”
– Élisabeth Starenkyj, Co-President and Senior Partner at La Tête Chercheuse
This is a question Élisabeth often asks because these two notions are quite distinct. A high performer is motivated by the need to excel and contribute to collective success. In contrast, a competitive person constantly compares themselves—to previous results, colleagues, or competitors.
However, being competitive doesn’t necessarily mean being high-performing, and vice versa! The key is to understand what truly drives us. What keeps us moving forward, even when faced with challenges?
Performance, or what we sometimes call grit, is about achieving goals and persevering. How the Best of the Best Get Better and Better, an insightful article from Harvard Business Review, illustrates this concept well:
Where a competitive person might give in to discouragement, a high performer sees opportunities. They find solutions, adapt their strategy, and move forward.
In recruitment, these differences are crucial. They define not only talent but also organizational cultures and team dynamics.
One of our clients, whose marketing department consists of about 20 people, is largely made up of elite athletes. These professionals are driven by a constant desire to push boundaries and innovate.
In this environment, technical expertise alone is not enough. Those who don’t actively engage across disciplines or who lack a growth mindset may feel pressured—or even completely out of sync with the company culture.
During recruitment, understanding this dynamic is key: a poor fit can create friction. Even a highly qualified candidate who does not share this drive for excellence will struggle to thrive in such a context.
When managers are transparent about their leadership style, it allows for better alignment with candidates.
A client recently told us: “I know myself—I’m impatient, and I can’t repeat things three times.” This kind of insight is invaluable, as it helps us target autonomous and resourceful profiles who can thrive in that environment.
For this particular tech company, cultural alignment is a powerful tool. By building a team of high-performing talents, they aim to do nothing less than revolutionize their industry.
Depending on the role and environment, being more competitive or more high-performing can be advantageous. However, in today’s workplace, both profiles need to develop:
Grit: The Power of Passion and Perseverance
And you, what drives you?
During the Leadership au féminin event hosted by the Chambre de commerce de Québec, La Tête Chercheuse had the privilege of acting as a partner and leading an icebreaker activity that brought together over 250 women leaders. Through a set of questions designed for the occasion, participants were invited to go beyond titles and career paths, to spark real conversations and uncover what doesn’t appear on a resume.
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With Mikaël Maher, Partner at Fasken, and Eric Girard, Co-founder of entête – headfirst.
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