{"id":1625,"date":"2019-09-09T08:27:00","date_gmt":"2019-09-09T12:27:00","guid":{"rendered":"https:\/\/latetechercheuse.com\/?p=1625"},"modified":"2025-02-16T08:39:34","modified_gmt":"2025-02-16T13:39:34","slug":"competitive-or-high-performing","status":"publish","type":"post","link":"https:\/\/latetechercheuse.com\/en\/competitive-or-high-performing\/","title":{"rendered":"Competitive or High-Performing?"},"content":{"rendered":"
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Understanding What Drives Us<\/b><\/h5>\n
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\u201cA 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\u2019s culture.\u201d<\/i><\/p>\n

\u2013 \u00c9lisabeth Starenkyj, Co-President and Senior Partner at La T\u00eate Chercheuse<\/i><\/p>\n<\/blockquote>\n

<\/i>This is a question \u00c9lisabeth often asks because these two notions are quite distinct. A high performer<\/span> is motivated by the need to excel and contribute to collective success. In contrast, a competitive person<\/span> constantly compares themselves\u2014to previous results, colleagues, or competitors.<\/p>\n

However, being competitive doesn\u2019t necessarily mean being high-performing<\/span>, and vice versa! The key is to understand what truly drives us<\/span>. What keeps us moving forward, even when faced with challenges?<\/p>\n

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Performance and Resilience: A Mindset<\/h5>\n

Performance, or what we sometimes call grit<\/i>, is about achieving goals and persevering. How the Best of the Best Get Better and Better<\/i><\/a>, an insightful article from Harvard Business Review<\/i>, illustrates this concept well:<\/p>\n

Where a competitive person might give in to discouragement, a high performer sees opportunities. They find solutions, adapt their strategy, and move forward.<\/p>\n

In recruitment, these differences are crucial. They define not only talent but also organizational cultures and team dynamics.<\/p>\n

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A Fascinating Case: Performance as a Team Driver<\/h5>\n

One of our clients, whose marketing department consists of about 20 people, is largely made up of elite athletes<\/span>. These professionals are driven by a constant desire to push boundaries and innovate.<\/p>\n

In this environment, technical expertise alone is not enough. Those who don\u2019t actively engage across disciplines or who lack a growth mindset may feel pressured\u2014or even completely out of sync with the company culture.<\/p>\n

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.<\/p>\n

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Knowing Yourself to Recruit Better<\/h5>\n

When managers are transparent about their leadership style, it allows for better alignment with candidates<\/span>.<\/p>\n

A client recently told us: \u201cI know myself\u2014I\u2019m impatient, and I can\u2019t repeat things three times.\u201d<\/i> This kind of insight is invaluable, as it helps us target autonomous and resourceful profiles<\/span> who can thrive in that environment.<\/p>\n

For this particular tech company, cultural alignment<\/span> is a powerful tool. By building a team of high-performing talents<\/span>, they aim to do nothing less than revolutionize their industry<\/span>.<\/p>\n

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Competitive or High-Performing? A Key Distinction<\/h5>\n

Depending on the role and environment, being more competitive<\/span> or more high-performing<\/span> can be advantageous. However, in today\u2019s workplace, both profiles need to develop:<\/p>\n