Zach Fuller – Founding Partner of Silent Sector – the Expertise-Driven Cybersecurity services firm protecting companies across the U.S.
In the realm of technology leadership, where innovation and adaptability reign supreme, the pursuit of high performance is not just a nice-to-have but an absolute necessity. For CIOs, CISOs, software development leaders and tech CEOs, the foundation of success lies in cultivating a high-performing organization.
Drawing from my journey as a Green Beret, another name for a Special Forces soldier, a builder of multiple companies and a leader of a cybersecurity firm, I’ve been fortunate to experience the frontiers of high performance on the battlefield and the business environment.
I invite you to delve into the seven core traits of high performance. These are traits that I’ve compiled after a journey of reflection on the lessons learned fighting terrorism with some of the most elite soldiers in the world. Interestingly enough, these traits are equally applicable in the unconventional and ever-changing technology environment.
When we think about a high-performing team, it’s easy to place all the focus on what binds the team together. An impactful company vision, the resources and backing of the organization, communication methods, strategic relationships and other factors all play an important part. Unfortunately, the very best systems and resources are doomed to create mediocre results without each team member possessing certain traits at a personal level.
A team is a collection of individuals working toward a common objective. At its very root, the success of a high-performing team emanates from the mindset of each team member. It is critical to recognize that our own core beliefs drive our actions and our actions drive our results.
While it is common and important for technologists to focus their time on expanding their knowledge, high-performers focus on growing not just what they know but also how they think.
So, what exactly are the seven traits of a Special Forces soldier or “A-team” member that we can mirror as technology leaders to build teams that are recognized as the very best in their discipline?
1. We have a purpose bigger than ourselves.
Although there is nothing inherently wrong with money or fame, neither will get you through the most difficult situations. When bullets start flying, the possibility of death becomes very apparent, and self-serving objectives become of minimal importance. Without a significant purpose, challenges quickly appear larger than reality.
People with a small purpose are easy to identify, as they tend to make mountains out of molehills. Whether it’s God, family, country, improving the lives of others or another worthy focus, are each of your team members pursuing a mission bigger than themselves?
2. We are always learning and growing.
Continuous improvement is a requirement in the world of technology, especially cybersecurity. We are always questioning how we execute on certain initiatives and if that approach makes sense for the current mission. We’ll never say, “That’s the way it has always been done.” Failure to change gets people killed in combat and makes people irrelevant in business. We must build our teams with people who ask, “What can we do better today?”
3. We give both praise and correction.
Correction without praise is eventually seen as white noise, causing people in leadership positions to lose the respect of the team. Give praise when praise is warranted and correct when needed, both in the appropriate proportions for the mission.
Each team member must also have the mindset to openly receive constructive criticism, understanding that it is not personal but about fulfilling the larger purpose.
4. We take full responsibility and ownership.
One who doesn’t make mistakes is one who isn’t pushing oneself to grow. Both Green Berets and technology leaders have zero room for stagnation. Mistakes happen in every operation, even among the world’s most elite units. We always take ownership of our mistakes, asking, “What can I do better next time?” We must also be willing to seek help when needed because the mission is bigger than ourselves.
5. We step into our fears.
The more we step outside of our comfort zones, the greater our comfort zones become. What we want most in life usually exists on the other side of some pain and uncertainty. Step into it and embrace the challenge. Work with people who have the confidence to know that they’ll get through any challenge when the time comes because failure is not an option.
6. We have fun with it!
While we don’t always choose our circumstances, we always get to choose how we react. We look for humor even in the most miserable situations. While low performers can’t see past the current situation, high performers see every challenge as an opportunity for growth. Our ability to take on larger challenges grows as we shift our focus to how we’re reacting to the obstacles we face.
7. We know that our words are our most powerful weapon.
Both technology leaders and Green Berets constantly face odds that are stacked against us. People sometimes see pictures of all the fancy equipment that Special Forces soldiers carry but fail to recognize that the gear is just tools in the toolbox. We know that our words are the most powerful weapon we have and must be chosen wisely. Our words make or break our relationships, our careers and the success of the organizations we serve. Our words also have the greatest effect on our mindset and can be used for good or evil. Words are our most powerful asset to grow and thrive.
I’d encourage every technology leader to take some time apart from their daily busyness to reflect on the mindset traits of their team. Do you have the right people to bring your organization to its full potential? As a leader, are you being the best model of this behavior for your team?
I hope this helps you build and develop new interview questions, attract the best team members and reinforce the high-performing mindset to accelerate your success and make your organization recognized as being among the very best.
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