People with high Achiever talents have a strong inner drive that pushes them to do and achieve more. Consequently, you may have the natural ability to set ambitious and challenging goals that can push a team to higher performance.

You admire others’ hard work. You might find working with your team to complete a task — even a daunting one — to be a bonding experience.


You might become frustrated when team members don’t work as hard as you do. Your expectations for yourself and your team are so high that others might see you as too demanding. Find complementary talents or partners to help you gain insights into your team members’ unique motivators and capabilities.

Your confidence in your ability to get things done might prompt you to take on projects or agree to deadlines before understanding everything involved. When done consistently, this can overextend your team, creating stress and disengagement. Before committing to action, ensure that your team has the time and resources necessary to take on the project and that the project aligns with your highest priorities.


Typically, when managing people with dominant Achiever talents, you should help them direct their energy toward accomplishing their most important performance outcomes.

  • When situations require extra work, call on these people. The adage “If you want to get a job done, ask busy people” is generally true.
  • Recognize that these people enjoy being busy. Sitting in meetings will likely bore people with high Achiever talents. If possible, have them attend only those meetings in which their input is specifically required.
  • Establish a relationship with high Achievers by working alongside them. Working hard together is often a bonding experience for Achievers. Similarly, you should try to keep low producers away from them. Slackers annoy high Achievers.
  • When people with high Achiever talents finish a job, a rest or an easy assignment is rarely the reward they want. They will be more motivated if you give recognition for a past achievement and then set a new goal that stretches them further.
  • You may be tempted to promote high Achievers to higher-level roles simply because they tend to be self-starters. This could be a mistake if it leads them away from what they do best. A better strategy would be to pinpoint their other themes and strengths and look for opportunities for them to do more of what they do well.


Transforming your talents into strengths requires active and deliberate learning and practice. The section below has ideas for investing in your talents. Use these items to practice using your dominant themes in ways that will be most meaningful and beneficial to you.

Establish measurements that track individual performance

Use your Achiever talents to establish measurements that track how much you and your team accomplish each day. Measurements help your team members calculate how much they have done and estimate how much more they can achieve.

The most effective managers clearly define expectations for their employees in four ways:

  1. Individualize – Understand each individual’s needs and clarify accordingly.
  2. Communicate – Proactively communicate changes and adjustments.
  3. Quantify – Evaluate outcomes and use measurements to clarify and shape expectations. This leads to meaningful action.
  4. Raise the Bar – Use expectations to stretch employees outside their comfort level to achieve more.

To help team members achieve what you expect of them at work, they should have a way to rank, rate or count as many of the desired outcomes of their role as possible. Your Achiever talents can help you quantify expectations.

Use a scoring system to keep track of personal achievements

Invest in your Achiever talents by creating a scoring system to keep track of your accomplishments and focus on tasks that align with your highest priorities.

You love to complete tasks, and you derive fulfillment from your accomplishments. You should direct this energy toward the things that are the most important in your life.

You will likely enjoy keeping track of your cumulative production. Simple measures such as number of tasks completed, customers served, customers known by name, files reviewed, milestones achieved or number of prospects contacted will give you a sense of your accomplishments. It will also help you direct your energy and investment into the things that are most important to you.