246: Why the Best Performer Isn’t Always the Best Hire | Beth Campbell

Beth Campbell is an award-winning professor of management and leadership development at the University of Minnesota. Her main research projects focus on the consequences high performers spark for themselves and how high performers affect their peers and their teams. She has published in leading academic journals, including the Academy of Management Journal and the Journal of Applied Psychology, while also serving as Chief Operations Officer of the OB Division of the Academy of Management. She also serves on the editorial boards of the Academy of Management Journal, the Journal of Applied Psychology, and as Associate Editor at Personnel Psychology.

Beth holds a Ph.D. in management from the University of Maryland and a B.A. in organizational psychology from the University of Michigan.

In this episode we discuss the following:

Hiring a star performer seems like an easy win, but Beth’s research shows that hiring stars can trigger status conflicts and envy.

Research suggests that "star power" hits diminishing returns once a team is composed of more than 20% high performers, as too many "hot shots" can lead to ego clashes rather than collaboration.

To avoid these pitfalls, leaders can look for stars who possess humility and high emotional intelligence, as they’re more likely to share credit and lift those around them.

Success isn't just about chasing the best talent, but being thoughtful about the character traits of stars and the system they’ll be working in.