Can you elaborate on your definition of a top performer and what characteristics you look for in such individuals?

Question

Anonymous · Accepted Answer

A top performer is one who is consistently over archiving on their expected
deliverables. Their impact extends beyond the project they are working on. They
not only deliver but mentor others along the way. At Auctane, I had a top
performer on my team, she would deliver the tasks which is assigned but also go
above and  beyond and deliver more, she would drive the engerring excellence to
the org and drive new technology to solve customer issues.
To manage a high performer on my team I would consistently challenge them out
thier comfort zone - for e.g I would ask them to do a deep dive demo on the tech
stack they are learning, would assign more tasks on a tight deadline - all the
while ensuring that they don't fee burnt out .
Metrics:
a) Number of tasks expected to be compelted vs actually completed
b) Impact on the mentorship - did they impact mentees positivily and did mentees
productivity increase
c) Impact on solving customer problmes  - did they release a feature faster and
a high quality release
d) Org wide impace - did they improve the engineering standards for the org.

Anonymous · Answer

High-performing individuals are invaluable assets to any team. To ensure their
continued growth and engagement, I adopt a multi-faceted approach:
 * Growth and Development: I prioritize providing ample opportunities for
   growth, including:Career Pathing: We collaborate to define clear career
   paths, identify their aspirations, and map out concrete steps to achieve
   their goals.
   Accelerated Promotion Tracks: Recognizing their exceptional contributions, I
   advocate for high-performers to be considered for faster promotions when they
   consistently exceed expectations.
   Mentorship and Exposure: I facilitate mentorship opportunities with senior
   engineers to expand their knowledge and perspective. I also actively create
   opportunities for them to present their work and gain visibility with
   executives, showcasing their potential.
   Challenging Projects: High-performers thrive on being stretched. I assign
   them complex and impactful projects, fostering their problem-solving skills
   and leadership abilities.
   
 * Open Communication and Feedback: I foster a culture of open and honest
   communication:Two-way Feedback: I regularly solicit their feedback on the
   team, processes, and leadership, and provide them with actionable and
   constructive feedback on their own performance.
   Clear Expectations and Goals: I ensure they have clear objectives, aligned
   with team and organizational priorities, enabling them to focus their efforts
   and make the greatest impact.
   
 * Autonomy and Ownership: Recognizing their capabilities, I grant them a high
   degree of autonomy to manage their own work and prioritize tasks effectively.

Metrics for Measuring Success and Top Performance
 * Quantitative Metrics:Project delivery: Timely delivery of high-quality
   projects with minimal defects.
   Code quality: Clean, well-documented, and maintainable code that adheres to
   best practices.
   Technical impact: Measurable improvements in performance, scalability, or
   efficiency of systems they work on.
   
 * Qualitative Metrics:Innovation: Proactive identification of opportunities for
   improvement and the development of creative solutions.
   Mentorship and collaboration: Actively assisting and mentoring other team
   members, contributing to a positive team environment.
   Leadership: Taking initiative, driving projects forward, and demonstrating
   leadership qualities.

Defining a Top Performer
A top performer consistently exceeds expectations at their current level and
exhibits a significant positive impact on the organization:
 * Demonstrated Impact: They consistently deliver outstanding results with
   visible impact on products, customers, or the organization as a whole.
 * Technical Prowess: They possess deep technical expertise and problem-solving
   skills, often demonstrating capabilities beyond their current level.
 * Leadership and Initiative: They proactively identify opportunities for
   improvement and drive solutions. They also exhibit leadership potential by
   mentoring others and taking ownership of projects.
 * Alignment with Goals: Their work is closely aligned with team and
   organizational priorities, contributing directly to strategic goals.

Anonymous · Answer

Managing high-performing teams involves a combination of strategies and skills.
Here are some essential steps and tips:
 1. Define Roles and Responsibilities Clearly: Ensure team members understand
    their roles, responsibilities, and expectations. Clarity helps prevent
    misunderstandings and promotes alignment.
 2. Set Clear Goals and Objectives: Establish specific, measurable, achievable,
    relevant, and time-bound (SMART) goals. Regularly revisit these goals to
    track progress and adjust as needed
    [https://www.imd.org/blog/leadership/high-performing-team/]1
    [https://www.imd.org/blog/leadership/high-performing-team/].
 3. Regular Communication: Foster open communication within the team. Regular
    check-ins, team meetings, and one-on-ones help address challenges, celebrate
    achievements, and maintain alignment.
 4. Provide Constructive Feedback: Regular feedback is crucial. Recognize
    accomplishments and offer constructive criticism when necessary. Encourage a
    growth mindset and continuous improvement.
 5. Encourage Team Building: Strengthen team bonds through team-building
    activities, workshops, and social events. A cohesive team performs better
    and supports each other
    [https://www.indeed.com/career-advice/career-development/managing-team-performance]2
    [https://www.indeed.com/career-advice/career-development/managing-team-performance].
 6. Balance Creativity and Policy: Allow creativity while adhering to company
    policies. Encourage innovation within established boundaries
    [https://www.indeed.com/career-advice/career-development/managing-high-performance-team]3
    [https://www.indeed.com/career-advice/career-development/managing-high-performance-team].

Remember, a top performer isn’t just about individual achievements; it’s someone
who contributes positively to the team, demonstrates leadership, and aligns with
the team’s values and goals. Metrics can include project outcomes,
collaboration, and personal growth
[https://www.thomas.co/resources/type/hr-blog/how-manage-and-lead-high-performing-team-tips-and-strategies]

Anonymous · Answer

High-performing team members are an invaluable asset to any team. To keep them
engaged and performing I ensure that they are adequately challenged and
enthusiastic about their work, while bringing them opportunities to take on both
technical and non-technical tasks that will be the core of their future career
progression. I also make a concerted effort to make myself available to them
through monthly 1:1 career discussion meetings where we discuss their goals,
growth areas, and plans to achieve and improve.
A top-performer embodies the Amazon Leadership Principles, with their most
exemplary principles varying by role. When managing technical stakeholders I
look for:
 * Their ability to earn trust through early identification of potential risks
   to timelines, and successful delivery of tasks.
 * Their level of ownership, with specific focus on whether or not they blame
   team members or take on the burdens of the team as their own.
 * Ceaseless curiosity and learning
 * A bias for action to ensure failure is quick and early in the development
   process.

Anonymous · Answer

I believe that any top performer needs 3 things, autonomy, purpose and learning
from a project. I would generally involve my top performer in a challenging
project, so that he/she is challenged enough and finds the work interesting. 
metrics to measure top performer: 
1. Deliverables timelines - a top performer would be able to deliver projects
faster than others. 
2. inspiring the team 
3. helping other members of the team and outside of the team grow. 
4. Code quality

Anonymous · Answer

I PROVIDE HIGH PERFORMING TEAM MEMBERS CAREER GROWTH OPPORTUNITIES, PATH TO
FASTER PROMOTION , MENTORING WITH SENIOR MEMBERS TO INCREASE THEIR SCOPE, ENSURE
THERE VISIBILITY TO EXECUTIVES..THEY COMMUNICATE CLEARLY AND RESPECTFULLY.. THEY
THRIVE ON TWO-WAY FEEDBACK. THEY MANAGE WORK AND DEADLINES BASED ON PRIORITIES.

FOR A JUNIOR MEMBER IF THEY ARE ABLE TO SEE AND BUILD BEYOND CODE INTO
IDENTIFYING CODE REFACTORING AND CODE CHANGES, L4 PROPOSING ARCHITECTURAL
DESIGNS, L5 CONTRIBUTING TO SOLVING IMPORTANT QUESTIONS, ABLE TO CONTRIBUTE TO
STRATEGY. IMPACT ON THE ORGANIZATION. TEAM IMPACT - HOW MANY TEAM MEMBERS DID
THEY HELP IMPROVE WITH COACHING AND MENTORING, WERE THEY ABLE TO PROPOSE AN
INNOVATIVE DESIGN/IDEA/WAY OF SOLVING THE PROBLEM. TOP PERFORMER IS ONE WHO
PERFORMS ABOVE THEIR LEVEL WITH DEMONSTRABLE PRODUCT IMPACT. THEY HAVE VISIBLE
CUSTOMER IMPACT AND ORG WIDE IMPACT. 1. THEY HAVE CLEAR GOALS TIED CLOSELY TO
TEAM AND ORGANIZATIONAL PRIORITIES.

Anonymous · Answer

I provide high performing team members Career growth opportunities, path to
faster promotion , Mentoring with senior members to increase their scope, ensure
there vissibility to executives.
For a junior member if they are able to see and build beyond code into
identifying code refactoring and code changes, L4 proposing architectural
designs, L5 Contributing to solving important questions, able to contribute to
Strategy. Impact on the organization. Team impact - how many team members did
they help improve with coaching and mentoring, were they able to propose an
innovative design/idea/way of solving the problem. Top performer is one who
performs above their level with demonstrable product impact. They have visible
customer impact and org wide impact.

Anonymous · Answer

I provide high performing team members Career growth opportunities, path to
faster promotion , Mentoring with senior members to increase their scope, ensure
there vissibility to executives.
Lets say you are a junior and you are able to see and build beyond code into
identifying code refactoring and code changes, L4 proposing architectural
designs, L5 Contributing to solving important questions, able to contribute to
Strategy. Impact on the organization. Team impact - how many team members did
they help improve with coaching and mentoring, were they able to propose an
innovative design/idea/way of solving the problem. Top performer is one who
performs above their level with demonstrable product impact. They have visible
customer impact and org wide impact.

Anonymous · Answer

Lets say you are a junior and you are able to see and build beyond code into
identifying code refactoring and code changes, L4 proposing architectural
designs, L5 Contributing to solving important questions, able to contribute to
Strategy. Impact on the organization. Team impact - how many team members did
they help improve with coaching and mentoring, were they able to propose an
innovative design/idea/way of solving the problem. Top performer is one who
performs above their level with demonstrable product impact. They have visible
customer impact and org wide impact.

Anonymous · Answer

Lets say you are a junior and you are able to see and build beyond code into
identifying code refactoring and code changes, L4 proposing architectural
designs, L5 Contributing to solving important questions, able to contribute to
Strategy. Impact on the organization. Team impact - how many team members did
they help improve with coaching and mentoring, were they able to propose an
innovative design/idea/way of solving the problem. Top performer is one who
performs above their level with demonstrable product impact. They

Anonymous · Answer

Lets say you are a junior and you are able to see and build beyond code into
identifying code refactoring and code changes, L4 proposing architectural
designs, L5 Contributing to solving important questions, able to contribute to
Strategy. Impact on the organization. Team impact - how many team members did
they help improve with coaching and mentoring, were they able to propose an
innovative design/idea/way of solving the problem.

Anonymous · Answer

Top performers are team members who know what is expected of them and have
consistently able to deliver and in some cases over delivered. They are
self-motivated and ready to take on more responsibilities. But this doesn't mean
they don't need coaching and guidance. I identity their strengths and weaknesses
and align them in a way which help them to leverage their strengths at the same
time work on their weaknesses. For example, one of my team members is
technically very strong but is not able articulate and commutated in cross team
step. He doesn't look at the broaded picture but goes straight into
implementation. They result into many times rework. I identified this issue and
paired them with senior member so that they can work in the design and build the
thought process to thinking holistically. I also suggested them to take some
training on improving communication skills. The metrics for high performers are
they able to consistently deliver the expectation and create the impact expected
from the level. Are they able to help others in the team to succeeded, are they
good team player where they are able to leverage the learning from others.

Anonymous · Answer

My philosopy is to give a continous feedback to help their carrer journey. I try
to get a 360 view of the candidates stengts and areas of improvement. Say for
e.g. some one is good at coding but lacks technical depth to architect - I would
go with a combination of letting them learn from blogs etc along with paring of
a senior eng. so that when there is a feature to be designed - they can be part
of the discussion. The other venue is to give Proof of Concept- it is not
customer impacting yet they learn some invalube lesson. By using the above
startergies I have helped various developers on my team grow. At Auctane, I
employed the above stratergy when needed.

Anonymous · Answer

To have a high performing team, we need to have idividuals thriving on the
growth opportunies they get in the team. At Auctane, I had built a high
performance team the metrics I would measure are 2 types
a) One Team Wide Metrics
   - Is the team consistently meeting the targets.
   - What kind of customer impacts do they have (for e,g by releasing the
feature - increased CSAT)
   - Are they building a highly scalable and reliable systems (i.e less customer
complaints etc)
b) People Metrics
   - Are they happy with the growth oppornities they are getting (via team
feedback)
   - Are the individuals shipping good quality features at a high rate?
A top performaer would tick all of the above and beyond that he would also have
a org wide impact - say for e,g 
actively promoting new engineering tech or standard - helping others get upto
speed on new tech. Eliminating unnecessary process or improving Dev Starnards..

A

Anonymous · Answer

Metrics :
Customer Centric - a high performing team member should consider the customer
experience first, either in technical decision or communication priorities.

Team Work - a 360 degree feedback is necessary, one alone could move forward
quickly, together, we make it further

Pro-actif - a top performer should oversee the project and anticipate the
blocking points in the roadmap, and propose ajustable solutions.

A top performer has his/her clear idea about professionalism (including the
indicators above) and applies it to the daily work.

Anonymous · Answer

High performers consistently deliver more than the commited work, they will have
impact beyond just the team.
Some of the metrics I have used at Acutane are:
a) Deliver high quality code and very fast in completing the tasks.
b) Consistenly achive 90% of unit tests 
c) Bring in Standards to the team
d) Help others when in need
e) Produce reusable components
f) Participate in triage events not even associated with thier work

To manager a high performer, it is important to give them the right areas of
growth (may be new technology or complex system) . Accnoladge thier work and
allow them to show case when opportunity arises

Anonymous · Answer

High performers consistently deliver more than the commited work, they will have
impact beyond just the team.
Some of the metrics I have used at Acutane are:
a) Deliver high quality code and very fast in completing the tasks.
b) Consistenly achive 90% of unit tests
c) Bring in Standards to the team
d) Help others when in need
e) Produce reusable components
f) Participate in triage events not even associated with thier work
To manager a high performer, it is important to give them the right areas of
growth (may be new technology or complex system) . Accnoladge thier work and
allow them to show case when opportunity arises

Can you elaborate on your definition of a top performer and what characteristics you look for in such individuals?

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