There is no team or organization that does not want (and need) its employees to constantly improve their results, but reaching that result is a challenge. For that reason, it is important to know the two sides of the coin in work performance, which will allow you to pay special attention to those areas that mark success.

Many organizations are in constant search of strategies that help them to make their teams feel happy, committed and can finally achieve the best of themselves, creating the results that organizations are looking for.

However, although a lot of time and money is invested in achieving these ideal conditions, truth be told, very few employees and teams become truly high performing, which leads to return, again and again, to review new trends and what is “right” or “wrong” done.

Something that would greatly help the people management areas and the employees themselves is to understand which are the pillars that make the results happen the way you want them to happen and, although the variables could be very broad, there are two sides of the coin in work performance that we must keep in mind and manage.

The first side, to call it that way, is related to those personal qualities of the collaborator that are constitutive, that is to say, that unique imprint that each person has and that makes him/her the way he/she is. This is known as behavioral profile, which shows how a person relates, how he/she does what he/she does and what are his/her qualities of character, motivation and achievement strategy.

The behavioral profile gives us a picture, although it is rather an X-ray of what the person brings with him/her and does not depend on the context, nor on the company’s culture or its incentive system. That is, regardless of the place, time or work that someone performs, it helps us to know what to expect, how much he/she will fit in with the team or the eternal one, what he/she needs to enhance his/her performance and much more.

The other side of this situation is found in the competencies that the person has. Unlike the behavioral profile, which is stable over time, competencies are not. This means that competencies can be constantly developed. Much is said about competencies as a concept, but there is often little understanding of what they really are.

David McClelland, who created the term competencies, pointed out that this concept refers to four things: prior knowledge and experience, ability, attitude and values. It is this combination over an area of performance that will make a person, and therefore his or her team, achieve better results.

Thus, when we want to develop talents in our organization and manage individual qualities to build great teams, we must start by knowing the behavioral profile and competencies of the people who make up our teams and, for this, we can use models and tools widely validated and recognized worldwide, such as the HPI DISC tool, which uses William Marston’s model, the most widely used tool to know the behavioral profile of people. On the other hand, we can incorporate instruments such as HPI Competence, which allows us to measure and know up to 30 transversal competencies that directly mark the performance and capabilities to achieve certain results within organizations.

Before starting to build complex models or following fashionable trends, it is good to re-analyze where the results we are really looking for are to be found.