for them to get bet-
ter. It’s a not a criti-
cism (if given prop-
erly) but rather a
conscious desire to
help the team and
each “.... member to
maximize
their
strengths and mini-
mize
their
weaknesses“.
Nobody is born a
rockstar but you can
become one through
determination,
perseverance, passion,
continuous desire to
learn and dogged
pursuit of being the best
in your chosen field.
Rockstars are fully
accountable for their
successes and their
failures. Nobody is
perfect, and failures
are inevitable. The
issue is not whether
you will fail but how
soon and how you recover. In order to stay on top of their game, rockstars con-
tinuously learn new technologies, innovate, and fail quickly. They learn from
those failures, turn around, and create a product/service/outcome that in the
end is truly beneficial to the company and its clients.
The real key here is the proactive and honest feedback loop and the ability to
learn from the situation and adjust quickly. That does not happen easily in the
“old story” companies but is absolutely expected in the “new story” ones.
The Final Takeaway
Nobody is born a rockstar, but you can become one through determination,
perseverance, passion, continuous desire to learn and dogged pursuit of being
the best in your chosen field. And if you take those individual rockstars, inspire
them with a vision, give them ability to create and innovate, establish clear
goals + objectives for them individually and as a team, and then set them free …
that’s the recipe for a high performance rockstar team.
SPRING 2018 | THE DOPPLER | 15