Good Employee Attributes: Key Traits and Characteristics of a Great Employee

Why Great Employee Attributes Matter

Before diving into individual traits, it's important to understand the overarching impact of having great employees on a team. Employees who possess strong positive attributes don't just do their own tasks well – they elevate the entire workplace. Studies on employee engagement and performance consistently show that a workforce of good, engaged employees yields higher productivity, profitability, and retention than a team lacking these qualities^[2]. As noted above, star performers can be several times more productive than others, magnifying an organization's output^[1]. Even more, teams with highly engaged employees (who typically exhibit many of the traits we discuss) are 21–23% more productive and 20+% more profitable than teams with disengaged staff^[2].

Why do these good employee characteristics translate to such big results? In essence, these traits improve how people work together and how work gets done. For example, an employee with excellent communication and teamwork skills will help collaborative problem-solving lead to better outcomes, as "many brains are better than one"^[3]. A reliable, conscientious employee ensures tasks are completed on time and to quality standards, preventing bottlenecks. An adaptable, positive individual embraces change and innovation, helping the company stay resilient and competitive^[4]. In short, each trait contributes to a healthier, more productive work environment – and when combined in one person or a team, the effects compound.

Surveys of employers reinforce how much these attributes matter in hiring and evaluation. According to a 2025 survey by the National Association of Colleges and Employers (NACE), nearly 90% of employers say they specifically seek candidates with problem-solving ability, and 80% look for teamwork skills^[5]. In the same survey, over 70% emphasized communication skills (written and verbal), a strong work ethic, initiative, and adaptability as must-haves^[5]. These are exactly the traits that make an employee effective in virtually any role. It's telling that technical skills were also mentioned (around 70% of employers wanted those)^[6], but it's the soft, transferable skills that dominated the top of the list. Another industry survey of 800 HR leaders similarly found that the most important mindsets for new hires are communication (98% of HR leaders deemed it essential), curiosity and willingness to learn (93%), collaboration (92%), and creativity (90%), followed closely by critical thinking (87%)^[7]. In other words, beyond the basic technical competence to do the job, it's these broader personal attributes that distinguish great employees.

Ultimately, good employee attributes matter because they are reliable predictors of job performance and positive outcomes. Decades of organizational psychology research show that certain traits – for instance, conscientiousness (being responsible, organized, and dependable) – correlate strongly with high performance across all sorts of jobs^[8]. Likewise, employees with higher levels of emotional intelligence (the ability to understand and manage emotions) tend to handle workplace challenges better and achieve higher performance ratings^[9]. Each of the following sections delves into a key attribute of great employees, explaining what it is, why it's valued, and how it benefits both the individual and the organization.

1Excellent Communication Skills

Effective communication – both clear expression and active listening – is arguably the cornerstone of good employee attributes. In virtually every industry and role, employees need to communicate with managers, coworkers, clients, or stakeholders. This includes verbal communication (speaking confidently and respectfully), written communication (emails, reports, documentation), and non-verbal cues (listening actively, body language that shows engagement). Excellent communication skills ensure that information flows smoothly and that teams can coordinate their efforts. Unsurprisingly, employers consistently rank communication as one of the most important qualities in an employee. In the NACE survey, over two-thirds of employers said they specifically want strong written and verbal communication skills in the candidates they hire^[6]. Another survey of HR leaders put communication at the very top: 98% of leaders said good communication is a crucial mindset for new hires^[7].

Research evidence underscores why communication is so critical for performance. A recent comprehensive analysis concluded that effective communication is crucial for organizational performance, because it promotes clarity, alignment, collaboration, and employee engagement, while also facilitating feedback and conflict resolution^[10]. In other words, when employees communicate well, teams can ensure everyone understands goals and expectations, coordinate their tasks effectively, and quickly address any issues or misunderstandings. Clear, accurate communication prevents errors that arise from miscommunication and saves time. Moreover, good communication builds trust. Managers often note that excellent communication skills are essential for good performance management – they enable setting expectations, providing feedback, and recognizing achievements in a constructive way^[11]. Conversely, poor communication can lead to confusion, mistakes, and conflict, dragging down productivity.

From a team perspective, communication-intensive skills like active listening and open feedback are key to high collaboration. One study on team communication found that strong communication in team collaboration had a positive impact on work performance^[12]. Team members who listen to each other and share information openly can synchronize their efforts and innovate together more effectively. In fact, collaborative problem-solving leads to better outcomes than working in isolation, and this collaboration is only possible with good communication^[13]. Psychologist Patrick Laughlin's research at the University of Illinois showed that groups of 3–5 people outperform even the best individual problem-solvers, largely because groups can generate and adopt correct solutions while rejecting erroneous ideas through effective communication and collective reasoning^[3]. This highlights how an employee with strong communication skills enhances not just their own work but the group's results.

Good communicators also contribute to a positive work culture. They tend to be better at conflict resolution – by articulating issues calmly and listening to others' viewpoints, they can help resolve disagreements before they escalate. They foster transparency and trust; as one management guide noted, open and honest communication from employees (and managers) helps create a supportive work environment with high trust, which in turn correlates with better morale and performance^[14][15]. Indeed, communicating honestly and transparently can foster trust and positivity, increasing job satisfaction and morale on teams^[16]. These are hallmarks of a great employee who not only does their job well but also elevates those around them.

For managers and HR, strong communication skills are something to look for in resumes and interviews. Candidates who can clearly explain their ideas and who demonstrate attentive listening are likely to perform well in roles that require teamwork or customer interaction. Behavioral interview questions often probe for this trait (e.g., "Tell me about a time you had to explain a complex idea to a colleague or client"). The high value placed on communication is evident in hiring surveys – employers actively screen for it^[6]. For job seekers, this means it's wise to highlight communication experiences (such as presentations, writing skills, or team coordination roles) on your resume and during interviews. Once on the job, continuing to develop communication – for instance, honing your writing clarity or learning how to give constructive feedback – will pay off throughout your career. In summary, being an excellent communicator is a defining characteristic of a good employee, enabling all the collaboration, learning, and problem-solving that work requires.

2Teamwork and Collaboration

Being a team player is another core quality of a great employee. Few modern workplaces operate in complete isolation; almost everyone has to work in teams or at least collaborate with others at some point. Teamwork means working cooperatively with colleagues, contributing your share, communicating openly, and respecting others' ideas and roles. Employees with strong teamwork skills build an environment of trust and help the group achieve collective goals. Employers highly value this trait – as mentioned, 80% of employers in a large survey said they look for evidence of teamwork skills on candidates' resumes^[5]. In another study, 92% of HR leaders said collaboration is an essential mindset for new hires^[7]. Clearly, the ability to collaborate effectively is seen as a must-have characteristic of a good employee.

The benefits of teamwork are well-established by research. Collaboration enables better problem-solving and innovation by leveraging multiple perspectives. Classic studies have shown that groups often outperform individuals on complex tasks. For example, when tackling difficult problems, a well-functioning team of diverse individuals can create more practical and useful solutions than any single "genius" working alone^[17][3]. One researcher put it succinctly: "Behind every genius is a team", meaning even famously brilliant people rely on colleagues for feedback and ideas^[17]. Collaborative efforts allow team members to "play off each other's skills and knowledge" to arrive at optimal solutions^[17]. In a controlled experiment, teams of 3–5 were able to generate and adopt correct answers while filtering out errors more effectively than solo workers, thanks to pooling their knowledge and communicating well^[3]. This scientific finding reinforces why employers seek good team players – they amplify the group's effectiveness, often achieving outcomes no individual could alone.

Teamwork also encourages innovation and creativity. When a team includes people with different backgrounds or expertise, brainstorming together can spark ideas that wouldn't emerge in isolation. Diverse teams have been found to be more creative and to perform better than homogeneous teams^[18]. Exposure to different viewpoints makes people more open-minded and forces them to consider multiple angles, which can lead to breakthrough innovations^[19]. A study at Tufts University even found that simply being in a diverse team setting leads people to expect more effort to reach consensus and to process information more carefully, improving the quality of outcomes^[20]. A good employee who is a team player will embrace diversity of thought, help include quieter voices, and be willing to adjust their ideas – all behaviors that drive creativity.

Beyond task performance, teamwork makes for happier employees and a healthier organization. Humans are social creatures, and working in a supportive team increases job satisfaction and morale. Atlassian's Work Life Teamwork Survey of over 1,000 team members found that when teams encouraged honest feedback, mutual respect, and personal openness, members were 80% more likely to report higher emotional well-being^[21]. People simply enjoy work more when they feel part of a cohesive team. And happiness isn't just a "nice-to-have" – other research from University of Warwick indicates happy employees are up to 20% more productive than unhappy ones^[22]. Teamwork contributes to this by providing camaraderie and support. During stressful times, team members can share the load and offer emotional support. A Gallup study of 7,500 employees found that having supportive colleagues and a manager who "has your back" protected against burnout^[23][24]. Thus, employees who are good team players help create a climate where everyone can thrive, not burn out.

Great team players exhibit traits like collaboration, empathy, and conflict resolution. They communicate (as covered in the previous section), but also listen to others' input and give credit where it's due. They are willing to subordinate personal glory for the team's success – for example, stepping in to help a coworker in crunch time, or accepting feedback and changing how they work for the good of the project. They also help maintain a culture of psychological safety, meaning colleagues feel safe to voice ideas or concerns without fear of ridicule. This safety net encourages participation from all team members. As Achievers' 2025 HR report notes, "Team players build an environment of trust and psychological safety — the foundation of any inclusive company culture." Such companies benefit from higher innovation (1.7× more innovative, by one statistic) and are more likely to hit their financial targets^[25].

From a manager's perspective, an employee with strong teamwork skills is gold. They not only perform well themselves but also make everyone around them better^[26]. These employees often become informal leaders or glue that holds groups together. For job seekers, demonstrating teamwork can be done by highlighting group projects, cross-functional collaboration, or times you helped resolve a team conflict. During interviews, emphasizing your openness to others' ideas and giving examples of successful teamwork can signal that you have this trait. Once hired, continuing to practice good teamwork – for instance, volunteering to mentor a new hire or coordinating closely with peers on shared goals – will solidify your reputation as a great employee. In sum, teamwork and collaboration are indispensable characteristics of good employees because almost nothing significant in an organization can be achieved alone. Great employees know how to contribute to collective success and draw out the best in their peers.

3Strong Problem-Solving and Critical Thinking

The ability to solve problems effectively is a defining attribute of high-performing employees. No matter the job or industry, challenges and obstacles inevitably arise – whether it's debugging a piece of software, handling an upset customer, or finding ways to improve a process. Great employees approach problems with a critical thinking mindset: they analyze the situation, consider possible solutions, use creativity and logic to devise a plan, and then execute it or escalate appropriately. Rather than getting stuck or overwhelmed by difficulties, they exhibit resourcefulness and resilience in finding solutions. It's no surprise that in many employer surveys, problem-solving comes out as the #1 skill desired. For example, in the NACE Job Outlook survey, nearly 90% of employers said they look for evidence of a candidate's ability to solve problems – the highest of any attribute surveyed^[5]. Hiring managers know that an employee with strong problem-solving skills will require less hand-holding and can drive continuous improvement.

Critical thinking – the disciplined analysis and evaluation of information before making a decision – is closely related and equally important. In the context of problem-solving, critical thinking allows an employee to root out the real cause of an issue (not just treat symptoms), to weigh pros and cons of different approaches, and to avoid rash decisions based on flawed assumptions. In LinkedIn's workforce reports and World Economic Forum skills forecasts, critical thinking consistently ranks among the top skills for the future of work. As noted earlier, 87% of HR leaders in one study said critical thinking is an important mindset for new hires^[7]. Employers want people who can think on their feet, learn quickly, and tackle novel problems – especially as industries evolve rapidly.

Research validates that strong cognitive skills like problem-solving and analytical reasoning are tied to job performance. Industrial-organizational psychology has long identified general cognitive ability as one of the best predictors of job success in complex roles^[27]. While cognitive ability (often measured via IQ or aptitude tests) is not the same as on-the-job problem-solving skill, it underpins the capacity to learn and handle intellectually demanding tasks. Moreover, a study by the National Association of Colleges and Employers found that analytical/quantitative skills were sought by about 70% of employers, right alongside problem-solving and teamwork in importance^[6]. This indicates that employers value employees who can interpret data, draw insights, and make evidence-based decisions. In today's data-rich environments, being comfortable with analysis – whether it's reading financial reports, user metrics, or experimental results – is a part of effective problem-solving.

Beyond cognitive ability, mindset plays a role. The best problem-solvers have a proactive, can-do attitude when facing challenges. They don't give up easily and often show creativity in finding solutions. Research on personal initiative (taking self-starting action to change things) shows that people who are high in initiative tend to tackle problems without being asked and persist through obstacles^[28][29]. These individuals often suggest improvements and are not afraid to fix issues they see. It's been observed that "people who are high in initiative are more likely to offer suggestions at work to improve processes and policies", and generally initiative goes hand-in-glove with success in one's career^[29]. Problem-solving and initiative are related – a great employee not only solves the problems handed to them, but also actively identifies new problems or opportunities to address, improving the organization.

Effective problem-solving also has a collaborative dimension. Good employees know when to seek input from others or leverage team brainstorming. As noted in the teamwork section, complex problems often require multiple viewpoints to solve. A strong employee can lead or participate in a problem-solving group, employing techniques like root cause analysis, "five whys," or SWOT analysis to structure the discussion. They also communicate the nature of problems and proposed solutions clearly to stakeholders, avoiding confusion. Employers may gauge this skill in interviews with case studies or scenario questions (e.g., "How would you handle X situation?") to see the candidate's thought process.

For managers, an employee with great problem-solving skills is highly self-sufficient. They can be given challenging tasks and will methodically figure out how to achieve them, asking for guidance when appropriate but not at every roadblock. This reduces the managerial burden and often leads to innovation. For example, if a work process is consistently causing delays, a problem-solving-oriented employee might analyze it and propose a new tool or workflow, thereby saving the team time and money. Such continuous improvement is invaluable. Indeed, companies often promote those who display strong problem-solving and decision-making abilities, as these are hallmarks of leadership potential.

In summary, problem-solving and critical thinking enable employees to navigate complexity and drive results. Great employees apply a mix of analytical reasoning, creativity, and persistence to overcome challenges big and small. They don't just point out problems – they actively contribute to solutions. In doing so, they become linchpins of their teams and key drivers of organizational progress. As one survey put it, the ability to solve problems is the attribute nearly 9 in 10 employers seek^[5], underscoring that effective problem-solvers are always in high demand.

4Adaptability and Flexibility

In a world of constant change, adaptability has emerged as a crucial quality for employees. Adaptability refers to one's ability to adjust to new conditions, learn new skills or processes, and thrive amid change. A related trait is flexibility, which is the willingness to embrace change and take on a variety of tasks or roles as needed. Great employees are not rigid in their thinking or methods – they can pivot when circumstances demand it. This trait has become especially prominent in recent years with rapid technological advances, shifting market conditions, and events like the COVID-19 pandemic changing work environments overnight (e.g. sudden moves to remote work). Employers have taken notice: surveys show that flexibility/adaptability is one of the top attributes sought in candidates, with about 2/3 of employers explicitly looking for it^[30]. Being adaptable is essentially about remaining effective under changing priorities, technologies, or team structures.

Academic research supports the idea that adaptability drives performance. A 2023 study published in PLOS One by management professor Oscar Ybarra found that adaptability is a key driver in helping companies grow and meet goals, especially as business strategies shift with new technology and market demands^[4]. Ybarra's work led to a framework (C+MAC) highlighting skills that make an employee adaptable – including cognitive skills (analytical thinking and problem-solving), motivation and grit, action orientation (initiative, flexibility in behavior), and connection skills (communication, teamwork)^[31][32]. This underscores that adaptability is a multidimensional quality; adaptable employees combine several of the traits we discuss (e.g. they are often curious, resilient, and quick to learn). Ybarra emphasized that modern performance evaluations should concentrate on adaptability and a broader interconnected skill set, because those are what allow employees to contribute in rapidly evolving workplaces^[4].

Another way to understand adaptability is through the concept of "learning agility" – how fast and effectively someone can learn new things. In today's workplace, job roles and required skills can change fast. An employee might need to learn a new software within weeks, or adapt to a new organizational structure after a merger. Good employees approach these situations with a growth mindset and eagerness to learn (we will discuss continuous learning as a separate trait). They also tend to be calm under uncertainty. Research on adaptive performance (performance under changing conditions) indicates that traits like resilience and openness to experience correlate with better adaptability^[33]. Resilience, in particular – the ability to bounce back from setbacks – is critical when adapting, because change often comes with challenges and even failures during the adjustment period.

The benefits of adaptability are significant at both individual and organizational levels. Adaptable employees help organizations navigate change smoothly, rather than being derailed by it. They are often the ones who embrace new technologies or new methodologies first, serving as champions that bring others on board. For instance, if a company rolls out an AI-based tool to automate part of the work, an adaptable employee will quickly learn how to use it and perhaps even find clever ways to leverage it fully, whereas a less adaptable colleague might resist the change or struggle to incorporate the tool, hurting productivity. A study by McKinsey & Co. in 2021 highlighted that building a resilient, adaptable workforce is essential for an uncertain future, noting that adaptability and resilience were associated with better employee outcomes and organizational performance^[34]. Adaptable teams can pivot strategy faster, innovate more readily, and recover from disruptions (like sudden supply chain issues or market shifts) more effectively.

Adaptability was on display globally during the 2020–2021 pandemic, when millions of workers and companies had to abruptly shift to remote work and altered business models. Those who adapted quickly – learning to use Zoom, rethinking their workflows, balancing new home-work arrangements – kept businesses running. Many employers realized in that period that adaptability is not just nice to have, but essential for resilience. In fact, in the aftermath, LinkedIn's data showed "resilience" and "flexibility" jumped up the list of in-demand soft skills. A Visual Capitalist summary of job skills for 2025 noted that "Resilience, flexibility, and agility" were ranked just below analytical thinking as the most important skills, with roughly 67% importance rating, reflecting how valued adaptability has become^[35].

From an employer's standpoint, how can you recognize adaptability in a candidate or employee? Some indicators include: a track record of taking on new tasks outside their comfort zone, examples of learning new skills over time, or descriptions of how they handled changes in previous jobs (for example, "When my department restructured, I volunteered to assist in the transition and took on a new role."). Adaptable people also tend to have positive attitudes toward change; they say "Yes, let's figure it out" rather than "That's not how I do things." In interviews, employers often ask situational questions like "Tell me about a time you had to adapt to a significant change at work – how did you handle it?" to gauge this trait.

For job seekers, emphasizing your flexibility and quick learning ability can be a plus. Perhaps mention a time you were assigned to a project in an area you had little experience, and how you ramped up and succeeded. Or how you dealt with an emergency or unexpected challenge at work by staying calm and adjusting priorities. These stories signal adaptability.

Within organizations, managers can foster adaptability by giving employees stretch assignments and encouraging a culture of experimentation (where failures in the pursuit of innovation are seen as learning opportunities). Great employees thrive in such environments, since they enjoy growing and are not afraid of the unfamiliar.

In summary, adaptability and flexibility are hallmarks of a good employee because change is the only constant in business. As one professor put it, "Adaptability is a key driver in helping companies grow and meet goals...especially important as strategies shift to meet changes in how we do business"^[4]. Employees who can roll with the punches, learn continuously, and stay effective amid change will always be valuable to any organization.

5Strong Work Ethic and Reliability

When managers are asked to describe their best employees, traits like reliability, dedication, and professionalism invariably come up. A strong work ethic – which encompasses qualities such as diligence, responsibility, and a willingness to work hard – is a classic marker of a great employee. These are the people who take their duties seriously, put in the necessary effort to meet or exceed expectations, and can be counted on to get the job done with minimal supervision. Reliability, in particular, stands out as one of the most universally valued employee attributes. As an Achievers HR report succinctly put it: "One of the most important qualities of a good employee is reliability." A reliable employee completes tasks on time without sacrificing quality, consistently follows through on commitments, and is "always ready and willing to do what needs to be done"^[36].

Why is reliability so prized? Because it builds trust and stability in a team. When every team member does what they say they will do, managers and colleagues can plan effectively and not worry about dropped balls. Projects stay on track and everyone's stress is lower. An unreliable employee, by contrast, becomes a weak link – others must double-check their work or cover for missed deadlines, which can breed resentment and inefficiency. Thus, having a strong work ethic and reliability is foundational for being a great employee; it's the baseline that enables team functioning and consistent performance.

Research in organizational psychology aligns with this emphasis on work ethic and reliability, often framed as the trait of conscientiousness. Conscientiousness (one of the Big Five personality dimensions) captures a person's degree of organization, dependability, and industriousness. Meta-analyses have shown that conscientiousness is a strong predictor of job performance across many occupational groups^[37][8]. Notably, one large study found conscientiousness predicted performance in all types of jobs – from clerical roles to management – showing the broad importance of being disciplined and reliable^[8]. Conscientious individuals tend to set high personal standards, are self-motivated, and often go the extra mile to ensure the quality of their work. These are exactly the characteristics of someone with a strong work ethic.

Interestingly, the strength of the conscientiousness-performance link can vary by job complexity – it was found to be an even stronger predictor in jobs that are low to medium in cognitive demands (perhaps because in very complex jobs, even conscientious folks need high creativity or intelligence to perform at top levels)^[8]. But in all cases it had a positive effect. This indicates that no matter what role an employee is in, being dependable, organized, and hard-working will help them perform better. It's also been linked to outcomes like lower absenteeism and higher likelihood of following safety and quality protocols.

A strong work ethic also implies taking initiative and being proactive in one's work (which overlaps with another trait we cover separately). For instance, an employee with a strong work ethic doesn't just do the bare minimum; they will take ownership of their tasks, seek out additional responsibilities when they can handle them, and continually look for ways to improve. They respect company time and resources – showing up on time (punctuality), not wasting time during work hours, and being mindful of deadlines. These behaviors, while sometimes taken for granted, significantly distinguish a top employee from an average one.

In fact, the presence of a strong work ethic in an organization's culture can drive overall performance. When team members see each other working diligently and reliably, it creates a norm of accountability. On the flip side, if someone is frequently slacking or missing deadlines, it can demotivate others or create a culture where that's tolerated. That's why employers often check references and ask about a candidate's dependability and work habits.

It's worth noting that work ethic also ties into integrity (discussed in the next section) – for example, a person with integrity will feel ethically compelled to do an honest day's work and uphold their commitments. There's also a link to motivation: Achievers' report describes motivated employees as those who "meet deadlines and take initiative", leading by example with exceptional productivity^[38]. So, a strong internal motivation underpins the outward behaviors of a good work ethic.

From a career standpoint, having a reputation as a reliable, hard-working professional is extremely valuable. Managers often promote and advocate for employees whom they trust implicitly to handle responsibilities. If you consistently deliver quality work on time, you'll likely be first in line for new opportunities or leadership roles, because supervisors know you can be counted on. Conversely, employees who are brilliant but unreliable can find their careers stalling, as management hesitates to give them greater responsibility.

To demonstrate a strong work ethic as a job seeker, one can highlight experiences where dedication was required – such as juggling work and school, volunteering for extra projects, or achieving something through persistent effort. Specifics help: for instance, "never missed a deadline in two years" or "managed a workload of X projects by staying organized and putting in extra effort during crunch times." Once on the job, consistency is key – being punctual, meeting commitments, and owning up to mistakes (and fixing them) all build your credibility.

In summary, strong work ethic and reliability form a bedrock for all other attributes. An employee who is communicative, smart, and creative, but unreliable, will still cause problems. But an employee who might even be less naturally gifted yet highly dependable and hard-working can often outperform more talented but erratic peers. That is why managers often say they'll take a "reliable workhorse" over a "brilliant but inconsistent" employee – ideally you get both, but reliability underpins trust. As one survey response summed up, the best employees "believe in the mission, and they're always willing to do what needs to be done"^[36]. That attitude, coupled with follow-through, is the essence of a great work ethic and is indispensable in a great employee.

6Integrity and Trustworthiness

Integrity – the quality of being honest, ethical, and consistent in one's behavior – is a fundamental trait of a great employee. Employers need people they can trust. An employee with integrity acts in alignment with moral principles and company values, even when no one is watching. They are honest in their dealings (from reporting progress on a project to claiming expenses), keep their promises, and treat others fairly. Trustworthiness flows directly from integrity: if an employee consistently demonstrates honesty and strong ethics, managers and colleagues develop confidence in them. Without a basic level of trust, it's hard for any working relationship to function. As the University of Florida Career Connections Center noted, "There has to be a level of trust in any boss-employee relationship. Without this fundamental trust, a productive relationship cannot be formed or grow."^[39] In that same resource, integrity was listed as a vital characteristic for all employees, meaning being honest with one's supervisor and operating by moral principles^[40].

On a broader scale, integrity in the workplace has wide-reaching benefits for culture and performance. It "builds trust, fosters positive relationships, and enhances team cohesion and productivity"^[41]. When employees operate with integrity, colleagues feel they can rely on each other and on leadership, which reduces the friction of internal politics or fear. Decisions are made in the open, credit is given fairly, and ethical behavior is modeled at all levels. In contrast, a lack of integrity (e.g., employees bending rules, hiding mistakes, or acting selfishly) can lead to a toxic culture of suspicion and cover-ups, which ultimately harms performance and reputation.

There is research to back the emphasis on integrity. A survey by EY (Ernst & Young) found that 97% of executives agree that integrity is a vital foundation for any corporation^[42]. While that survey was about corporate integrity, the principle applies at the individual level: nearly everyone agrees it's crucial. However, gaps often exist between stating integrity is important and actually upholding it under pressure^[43]. That's why hiring for integrity and reinforcing it in company culture is so important. When integrity prevails, organizations see tangible benefits. For example, one study noted by Positive Psychology linked leaders' integrity (behavioral integrity of keeping word-deed alignment) to increased employee commitment, retention, and job satisfaction^[44]. Trust in leadership encourages employees to stay and perform. Similarly, employees who trust each other and the company are more likely to engage in "citizenship behaviors" – going above and beyond for the team – and less likely to quit or slack off^[45].

At the individual contributor level, an employee with integrity will handle even small matters reliably: they won't falsify data, they'll admit errors, they won't take shortcuts that violate safety or ethics for convenience. This ties into risk management – integrity helps prevent unethical behavior like fraud or misconduct^[46]. Companies know that one dishonest act can spiral into legal issues or public scandals. Thus, a trustworthy employee is a huge asset.

Integrity also contributes to credibility and reputation. Employees with a reputation for integrity often become the most respected and valued members of an organization. They are the people to whom management can delegate sensitive tasks or information, knowing it will be handled properly. Within teams, a person known for fairness and honesty can become an informal leader whom others look up to. As one source noted, "Integrity builds trust and confidence in coworkers, clients, and stakeholders"^[15]. For businesses, having trustworthy employees improves client relationships too – clients prefer to deal with representatives they trust. On the flip side, if an employee is caught in dishonesty, it can permanently damage their career and the employer's faith in them.

One concrete way integrity manifests is word-deed alignment – doing what you say you will do. A SmartBrief article discussed "behavioral integrity" in leaders, showing that when leaders practice what they preach, it translates into employee trust, which in turn generates beneficial outcomes like willingness to embrace change, higher intent to stay, better citizenship behavior, and improved performance^[45]. While that study was about leaders, the same principle applies peer-to-peer: if your coworker or direct report consistently walks the talk, you trust them and everything works better. When trust is present, teams communicate more freely and there's less need for micromanagement or verification.

Integrity also encompasses ethical decision-making. Great employees consider not just "can we do this?" but "should we do this?" in their work. They uphold compliance and ethical standards, even if there is pressure to cut corners. This protective factor can save companies from short-sighted decisions that cause long-term harm.

From an employee's perspective, integrity is often a personal value – many take pride in being known as honest and principled. And pragmatically, it pays off: bosses often give more opportunities to those they trust. Additionally, a study by TalentSmart found that individuals with high emotional intelligence (which includes aspects of integrity like honesty and empathy) earned significantly more on average than those with low EQ^[47], partly because they were more effective and trusted in organizations.

When hiring, employers may assess integrity through reference checks or situational judgment tests (questions about what one would do in ethical dilemmas). Some companies even use honesty/integrity tests. During interviews, demonstrating integrity might involve talking about a time you faced an ethical issue and handled it honestly, or how you made a mistake and took accountability for it instead of hiding it.

To maintain an integrity-driven culture, organizations often set codes of conduct and lead by example. But it ultimately comes down to individual choices. Great employees consistently make the right choices, not the easy choices. They understand that integrity is doing the right thing even when no one is watching, and that this builds a solid foundation for success.

In summary, integrity and trustworthiness are non-negotiable qualities of a truly good employee. Skills and performance matter, but without integrity, those can even become liabilities (e.g., a highly skilled salesperson who cheats customers will hurt the company). An honest, principled employee, however, elevates those around them and contributes to a culture of trust that enables long-term success. As one Ph.D. wrote, "integrity is often viewed as one of the most important and highly sought-after characteristics of both employees and employers"^[14] – it's the glue that holds relationships and reputations together in the workplace.

7Initiative and Self-Motivation

Initiative – the willingness to act proactively and seize opportunities – is a hallmark of employees who go from good to great. An employee with initiative doesn't wait around to be told exactly what to do; they are a self-starter who looks for ways to contribute and improve things on their own. They take ownership of their work and are eager to go beyond their formal job description when appropriate. Self-motivation underlies this – these individuals are driven by an inner ambition or passion for the work, not just external supervision or rewards.

Employers greatly appreciate initiative because it often leads to innovation and continuous improvement. A staff member with initiative might identify a gap in a process and fill it, propose a new product idea, or pick up new responsibilities when they see an unmet need. Essentially, they act like a stakeholder in the organization's success rather than a passive worker. Forbes has noted a body of evidence that highlights the power of soft skills like initiative as predictors of job performance and career success^[48]. In practical terms, someone who shows initiative will usually advance faster in their career, as they are demonstrating leadership potential and problem-solving drive.

A classic example of initiative is an employee facing downtime who decides to learn a new skill or tackle a side project beneficial to the team, rather than idly waiting for instructions. Another is speaking up with suggestions to improve team workflow or volunteering for a challenging assignment that needs an owner. These behaviors signal engagement and commitment. In contrast, an employee who only ever does exactly what is assigned, no more and no less, might perform adequately but won't stand out or drive positive change.

Research by organizational psychologists Michael Frese and others has conceptualized "personal initiative" as a behavior that is self-starting, proactive, and persistent in overcoming difficulties^[49]. Their studies and others have found that personal initiative correlates with better performance evaluations and can lead to process improvements in organizations^[50]. Initiative is particularly crucial in today's fast-moving environments where roles are less rigid. In startups or agile companies, employees are often expected to wear multiple hats and figure things out – those with initiative thrive in such settings.

One study described in High Performance Institute by Dr. Robert Biswas-Diener noted that people high in initiative enjoy a range of benefits: for instance, if they lose their job, they are better able to find new employment (since they proactively search and network). At work, they're more likely to suggest improvements in processes and policies and to take charge of their own growth^[29]. It's intuitive – the person who takes initiative builds skills and connections that later pay off. The study also gave an illustrative example: when learning new computer skills, those low in initiative constantly asked for reassurance and help, whereas those high in initiative experimented through trial-and-error and only sought help when truly stuck^[51][52]. The latter group learned more independently and became proficient faster. This anecdote shows how initiative ties into effective learning and confidence.

Initiative often goes hand-in-hand with other traits like curiosity, confidence, and courage. It takes a bit of courage to step forward and take action without being asked, since it could expose one to failure or extra responsibility. Great employees have that proactive courage in balanced measure – not recklessness, but a willingness to act in the absence of complete certainty. As the UF Career Connections Center pointed out, bosses want employees "willing to take risks and try new things, without being reckless" – essentially describing initiative combined with good judgment^[53]. They listed "Desire to Try New Things" and "Takes Initiative" as two of the top qualities any boss wants, emphasizing that a good employee "steps up to the plate without being asked" and can "adapt to changing circumstances and be ready for anything"^[54]. That captures initiative (stepping up) and adaptability together.

The benefits of initiative in the workplace include faster problem resolution (someone sees something wrong and fixes it immediately), increased innovation (more suggestions and pilot projects happening), and leadership development (people grow by taking on more). For managers, having team members with initiative means you can delegate outcomes, not just tasks. You can trust that these employees will figure out the how and come back with results or at least thoughtful questions. It reduces the need for micromanaging.

However, initiative should be balanced with communication – a proactive employee still aligns with their team's goals and checks in as needed to ensure they're channeling their energy productively. Great employees take initiative in a way that complements their team, not in a rogue manner. They also know their limits (part of self-awareness) – they take initiative to a point but will seek help when a problem is beyond their authority or expertise. The earlier example from Biswas-Diener's article highlights this: high-initiative folks weren't afraid to ask for feedback, but only after doing what they could on their own^[52].

From a hiring standpoint, interviewers often ask for examples of self-directed work. A candidate who can tell a story like, "In my last job, we had an issue with customer onboarding, so I took the initiative to create a new welcome guide and proposed a brief orientation webinar, which reduced customer support calls by 15%," will impress because it shows proactivity leading to improvement. For current employees, demonstrating initiative can be as simple as volunteering for a new project, or as ambitious as pitching a new strategy to leadership (backed by research and a plan).

In sum, initiative and self-motivation differentiate employees who are merely doing a job from those who are actively advancing the organization's mission. As one author put it, "initiative is simply being first... above all, a willingness to act"^[55]. Organizations need individuals at all levels who are willing to act – to solve problems, to improve processes, to help others – without always waiting for orders. These are the people who become catalysts for progress and are often seen as emerging leaders. A good employee, therefore, doesn't just do what is asked; they look for what else they can do to make a positive impact, and then they do it.

8Positive Attitude and Enthusiasm

Attitude can significantly influence an employee's performance and the workplace climate. A positive attitude – characterized by optimism, enthusiasm, and a solution-oriented mindset – is a valuable quality in an employee. This doesn't mean one must be overly bubbly or unrealistic; rather, it means approaching work with a can-do spirit, resilience in the face of setbacks, and an absence of persistent negativity or cynicism. Employees with positive attitudes tend to be more engaged, motivated, and supportive of colleagues, which in turn can boost overall team morale.

It's often said that you should "hire for attitude, train for skills." While skills can be taught, an ingrained negative or apathetic attitude is hard to change. A positive employee, even if less experienced, will likely learn and adapt faster simply because they want to excel and they believe in what they're doing. On the other hand, a highly skilled person with a poor attitude – for instance, someone who complains frequently, resists any change, or is quick to say "that won't work" – can drag a whole team down and negate their technical contributions.

There is ample evidence that employees with positive attitudes outperform those with negative attitudes. As a management principle, it's widely recognized that "employees who have a positive attitude are more productive and useful to the organization."^[56] In fact, attitude can be a more influential factor in performance than skill level in some cases^[57]. A classic scenario is the very talented employee who becomes disengaged or disgruntled – despite their talent, their output and cooperation may plummet. By contrast, an employee who may have average skills but is highly dedicated and committed often excels through sheer effort and willingness^[57]. Organizations have become increasingly aware of this, investing in measuring and improving employee attitudes (often through engagement surveys and initiatives to improve workplace culture).

Positive attitude also correlates with qualities like resilience and stress management. Enthusiastic employees cope with pressure by framing challenges as opportunities rather than threats. They maintain composure and seek solutions during tough times, which is infectious and can stabilize a team. Research on positive psychology in the workplace suggests that optimism and positive emotions broaden people's thinking and make them more creative problem solvers (the "broaden-and-build" theory). Moreover, positivity has been linked to better health and lower burnout, meaning positive workers often have better attendance and stamina.

From a team perspective, a positive member contributes to a pleasant environment. They are more likely to offer praise to others, celebrate team successes, and approach conflicts constructively. As a result, teams with predominantly positive, engaged members have been found to be more productive and have better retention. Statistics indicate companies with highly engaged (positively inclined) employees are significantly more productive and profitable^[2]. One specific stat: organizations with high engagement (a proxy for positive attitudes) have 22% higher productivity than those with low engagement^[58]. Part of engagement is employees' attitude toward the work and company – whether they feel enthusiastic or not.

It's also been found that positive attitudes can uplift others. A famous concept in management is emotional contagion – the idea that one person's mood can spread to others. A single upbeat person on a team can improve the mood of meetings, whereas a chronic pessimist can dampen everyone's energy. In fact, a study from Northwestern's Kellogg School found that sitting near a high-performing (and presumably positively engaged) colleague increased other employees' performance, partly due to knowledge sharing and motivation boost^[59]. Similarly, a person who approaches tasks with enthusiasm often inspires colleagues to get on board, whereas someone always reluctant can stall momentum.

For managers, identifying a positive attitude in interviews can be subtle but important. They might listen for language that suggests excitement ("I really enjoyed taking on that challenge...") versus negativity ("My last job was awful, everything went wrong..."). They may also ask about how the candidate handled a failure or difficult situation to gauge their outlook – did they find a silver lining or constructive lesson, or do they dwell on blame and frustration?

Cultivating a positive attitude is also within an individual's control to some degree. Techniques such as practicing gratitude, focusing on solutions instead of problems, and surrounding oneself with positive colleagues or mentors can help. Organizations can support this by recognizing and rewarding positive contributions, which reinforces those behaviors. For example, peer recognition programs (as Achievers noted) can boost positivity; when employees regularly acknowledge each other's good work, it feeds a more optimistic culture^[60][61].

It's worth noting that "positive attitude" does not mean blind positivity or ignoring real issues. Great employees combine positivity with realism. They will acknowledge problems, but rather than complain, they channel energy into solving them. They remain hopeful that things can improve. This mindset often translates into persistence: if Plan A fails, a positive person is more likely to say "Let's try Plan B" rather than "It's hopeless." That resilience is part of what employers value.

In sum, an enthusiastic, positive attitude is a force multiplier for an employee's effectiveness. It improves their own work through higher motivation and perseverance, and it elevates the team by fostering a more pleasant, cooperative, and proactive working atmosphere. As one management course highlighted, even the most skilled employee may underperform if their attitude is poor, while someone with dedication and commitment can excel even if not the most skilled^[57]. Attitude often makes that critical difference. Therefore, the best employees typically exhibit a positive outlook, and companies actively seek and nurture such mindsets as part of building a high-performance culture.

9Emotional Intelligence and Empathy

In modern workplaces that rely on teamwork and human interaction, emotional intelligence (EI) has become a highly valued trait. Emotional intelligence is the ability to understand and manage one's own emotions, as well as recognize and influence the emotions of others. Key components of EI include self-awareness, self-regulation (or control), motivation (as an inner drive), empathy, and social skills. An employee with high emotional intelligence is adept at navigating social situations, handling stress and conflict, and communicating empathetically. Such an employee can be a stabilizing and uplifting presence in a team, often emerging as an informal leader or mediator when needed.

Why does empathy and emotional intelligence matter for being a good employee? Consider everyday workplace scenarios: giving and receiving feedback, working under deadline pressure, collaborating with diverse personalities, or dealing with a client's concerns. All these situations require a degree of emotional awareness and control. An emotionally intelligent person can remain calm under pressure, thus maintaining productivity, and can respond to colleagues' or clients' needs appropriately, thus building strong relationships. Research has shown a strong correlation between high emotional intelligence and better job performance^[9]. Employees with higher EI tend to have better performance evaluations, likely because they can stay focused under stress, are adaptable, and excel in teamwork and customer interactions^[9]. They also typically exhibit better leadership potential, since effective leadership is largely about influencing and understanding people – tasks made easier by high emotional intelligence.

Empathy, a core facet of EI, is particularly critical in roles that involve customer service, management, or any kind of interpersonal interaction (which is most roles). An empathetic employee can put themselves in someone else's shoes – whether it's understanding a client's frustration or a coworker's different perspective – and respond in a considerate manner. This skill builds trust and rapport. For example, a salesperson with empathy will listen genuinely to a customer's concerns and address them, rather than just pushing a product; this likely leads to higher customer satisfaction and loyalty. A manager with empathy will know when a team member is struggling or disengaged and can offer support, leading to higher morale and retention.

From the standpoint of team dynamics, emotional intelligence contributes to smoother collaboration and conflict resolution. Teams inevitably face disagreements or misunderstandings. An employee with good EI won't let their own emotions flare out of control. Instead, they might acknowledge feeling frustrated but choose to communicate diplomatically. They can also read the room – noticing if a colleague is upset or if tension is rising – and possibly intervene constructively (maybe by suggesting a break or by addressing the issue calmly). Studies have found that teams composed of members with higher average emotional intelligence perform better on tasks and have more positive interactions. Essentially, they create a more emotionally healthy team climate, where issues are discussed civilly and members feel understood.

One specific benefit of EI is improved stress management. Work can be stressful; deadlines, unexpected setbacks, and workload fluctuations test everyone's nerves. Employees high in EI are "better equipped to deal with workplace stressors" – they recognize their stress, use coping strategies, and prevent it from derailing their performance^[62]. This might involve techniques like taking a brief walk to cool down, practicing mindfulness, or reframing a pressure situation as a challenge rather than a threat. Because they manage their own stress well, they are less likely to lash out or make rash decisions under pressure. This reliability under stress makes them very valuable in high-stakes environments.

Emotional intelligence also links to communication skills we discussed earlier. High-EI individuals tend to communicate more empathetically and effectively. They listen to the emotions behind words and respond in a way that makes the other person feel heard. They can also deliver tough feedback in a sensitive but clear manner, increasing the likelihood of a positive outcome. For example, instead of bluntly saying "Your work was bad," an emotionally intelligent peer might say, "I noticed some issues in this report; I know the deadline was tight. Let's see how we can improve it together – perhaps we can clarify X section because the client might misinterpret it." This approach shows empathy and focuses on improvement, likely achieving a better response.

Data also suggests that EI has financial and career benefits. TalentSmart, which researches emotional intelligence, found that people with high EQ on average earn $29,000 more annually than those with low EQ^[47]. While correlation isn't causation, this could be because high-EQ individuals excel at workplace politics (in a good way) – they build alliances, manage up well by understanding their bosses' expectations, and negotiate raises or promotions effectively. They are often seen as having strong "people skills," which become more and more important as one ascends into leadership roles.

Employers are increasingly testing or screening for emotional intelligence. Some use behavioral interview questions aimed at gauging self-awareness and empathy (e.g., "Can you tell me about a conflict you had at work and how you resolved it?" – a high-EI person will often describe what they learned about themselves or how they addressed the other party's concerns). Others incorporate psychological assessments. Even if not formally tested, showing EI in the hiring process is a plus: things like active listening during the interview, responding thoughtfully, and building a bit of rapport with the interviewer demonstrate interpersonal skill.

For individuals, EI can be developed. Training programs on emotional intelligence and communication have proven effective in improving employees' EI and subsequently their professional skills^[63]. Practices such as soliciting feedback about one's behavior, observing and learning from empathetic mentors, and consciously reflecting on one's emotional responses can increase self-awareness and regulation. Many leaders swear by the importance of empathy – Satya Nadella (CEO of Microsoft) has said that empathy makes you a better innovator and manager, for instance. The workforce increasingly values "soft" skills, and EI is essentially the engine behind many soft skills (communication, teamwork, leadership, etc.).

In summary, emotional intelligence and empathy enable employees to work well with others, handle stress and conflict, and adapt their communication to be most effective. A great employee not only has technical know-how but also emotional know-how – they are in tune with their own and others' emotions. This makes them adept at collaborative work and positions them to take on leadership and client-facing responsibilities successfully. As one business leadership article concluded, "Emotional intelligence plays a pivotal role in professional interactions and the quality of our relationships at work", contributing to better communication, leadership, and productivity^[64]. In essence, high-EI employees are often the glue that holds teams together and the oil that keeps the machine running smoothly, making it a critical characteristic of a truly good employee.

10Willingness to Learn and Adapt (Continuous Learning)

In a quickly changing job market, one of the most important qualities for long-term success is a willingness to learn. Great employees have a growth mindset – they are constantly looking to acquire new knowledge and skills to stay relevant and improve their performance. This trait goes by many names: continuous learning, curiosity, learning agility, or having a "lifelong learner" mentality. Essentially, it means the person does not become complacent with what they know today; they are proactive about expanding their skill set and are open to feedback and coaching for improvement.

Employers highly value this quality because someone who is eager to learn will be able to grow with the company and take on evolving challenges. The Hult International Business School survey of HR leaders found that 93% of HR leaders want new hires with curiosity and willingness to learn – it was the second-highest rated mindset after communication^[7]. This is a striking statistic: almost all HR executives recognize that if an employee is curious and trainable, they can adapt to future needs. With the half-life of technical skills decreasing (due to rapid technological change), companies need people who can continuously reskill. Another survey by the World Economic Forum indicated that by 2025, active learning and learning strategies are among the top skills needed, reflecting the demand for self-directed learners.

A continuous learning attitude also correlates with adaptability (discussed earlier) – if you're willing to learn, you're more likely to embrace changes like new software, updated protocols, or shifts in industry trends because you'll just see it as learning something new. Conversely, employees who resist learning or believe they already know everything tend to become obsolete or fail when new demands arise. They may also be more likely to become disengaged, as their work becomes stale to them or passes them by.

There is evidence that organizations benefit greatly from having learners. A culture of learning often leads to more innovation. Employees who are curious will ask "why?" and "what if we try...?" – driving improvements and creative solutions. They also help up-skill others by sharing knowledge. Some companies formally measure "learning agility" during performance reviews or talent assessments, considering it a predictor of leadership potential.

For example, a National Survey by AAC&U in the U.S. found that a high percentage of employers value broad learning and the ability to learn new things as outcomes of a college education^[65]. It's not just about what graduates know on day one, but their capacity to keep learning on the job that matters. Another study by Harris Poll (cited by a recruiting firm) indicated that growth potential and willingness to learn are essential qualities employers seek, with many managers saying they'd hire a less experienced person who shows enthusiasm to learn over a more experienced person who lacks that attitude^[66].

Lifelong learner was explicitly listed as a desired quality by the UF Career Center: "A boss loves nothing more than an employee who is always eager to learn"^[67]. They advised that an employee should never feel too comfortable in their position and should constantly look for new things to contribute to team success^[68]. This encapsulates why willingness to learn is crucial: in a dynamic environment, there are always new methods, tools, or best practices emerging. The best employees actively seek them out – by attending training, reading up industry news, or learning from peers – rather than waiting to be forced into learning when something becomes a problem.

Concrete behaviors of a continuous learner include: seeking feedback on one's work (and not reacting defensively, but appreciatively, using it to improve), volunteering for training or courses, reading books/articles related to their field, asking questions, and taking on stretch assignments to develop new competencies. Employers sometimes assess this in interviews by asking about recent learning experiences ("Tell me about something new you learned recently that helped you at work"). A candidate who can excitedly talk about a new programming language they picked up through an online course, or how they taught themselves graphic design basics to assist their team, clearly demonstrates this trait.

Continuous learning is also linked to career resilience. If an employee is laid off or their role becomes redundant, those who have continuously learned are in a better position to transition to a new role or even a new career path. They likely have a more versatile skill set and the habit of learning new things, which helps them pivot. This is one reason individuals themselves are encouraged to adopt lifelong learning – it future-proofs your career.

From a management perspective, having a team of willing learners is ideal. It means the team can keep up with industry changes, implement new technologies faster, and is generally more engaged (since learning often brings a sense of progress and purpose). It also reduces the need to hire outside talent for every new challenge, because existing employees can upskill to handle it, which is more efficient and cost-effective if done right.

In summary, a willingness to learn is a critical attribute in a good employee because it underlies continuous improvement and adaptability. As technologies, markets, and job roles evolve, employees who remain curious and teachable will rise to meet new demands, whereas stagnant employees will struggle. Being a quick and avid learner is essentially a competitive advantage at the individual level. It's telling that in one survey, curiosity & willingness to learn was cited by 93% of HR leaders – nearly as universal a requirement as communication^[7]. This shows that beyond any specific skill, employers are looking for the meta-skill of being able to acquire skills. A great employee, therefore, is never a finished product; they are always growing, adapting, and learning to stay at the top of their game.

11Creativity and Innovation

While often considered more role-dependent, creativity is increasingly appreciated as a valuable trait in employees across many fields. Creativity doesn't only apply to artists or designers; it encompasses the ability to come up with new ideas, think outside the box, and approach problems or tasks in novel ways. In any organization, creative employees can spur innovation, improve processes, and help the company differentiate itself. Innovation – applying creativity to generate value – is frequently the engine of business growth, whether it's inventing a new product, finding a new way to cut costs, or developing a unique marketing strategy. Great employees contribute to a culture of innovation by being open-minded, curious, and willing to challenge the status quo when appropriate.

Surveys of employers rank creativity high among desirable skills. For instance, the earlier mentioned Hult survey showed 90% of HR leaders want creativity in new hires^[7]. Similarly, LinkedIn's analysis of skills in demand often lists creativity as a top soft skill. The rationale is that automation and AI are taking over routine tasks, so the human edge will lie in creative and complex thinking that machines can't easily replicate. Companies like Google, Apple, and many forward-thinking firms explicitly seek out people who demonstrate creativity and innovative thinking.

Creativity also ties into other traits we discussed: it is enhanced by diversity and teamwork (as noted, diverse teams are more creative^[19]) and by a positive, open attitude. Employees who are adaptable and continuously learning often have a broader base of knowledge to draw creative connections from. Initiative plays a role too – a creative idea is useless if not acted upon, so proactive employees will actually pursue making their creative ideas reality (with management's blessing).

The impact of creativity can be seen in numerous examples: a creative engineer might find a simpler design for a product that cuts manufacturing costs, a creative customer support agent might develop a new script or approach that improves customer satisfaction, or a creative HR manager might implement a novel employee engagement program that boosts morale. These improvements may seem small individually, but collectively creativity drives competitive advantage. According to a McKinsey report, highly innovative companies (where employees habitually contribute creative ideas) have significantly higher financial returns and market positions.

One interesting piece of research in Nature (2019) suggested that small teams are often more disruptive and innovative than large ones, indicating that creativity thrives in certain conditions – often with close collaboration and less bureaucracy^[69]. This implies that an individual's creativity can have outsized impact in the right environment. It also implies that employees in small units or startups need creativity even more, as they often have to find scrappy solutions with limited resources.

For an individual, being creative at work can be incredibly fulfilling. It engages their talents and often leads to recognition if the idea proves valuable. Employers often encourage creativity by creating channels for idea sharing (innovation workshops, suggestion programs, hackathons, etc.). Great employees take advantage of these opportunities to voice and develop their ideas. They also stay informed about trends and new methods (linking back to continuous learning), which feeds their creative thinking.

To demonstrate creativity in a job application, candidates might share examples of how they improved something in their last role or a creative project they undertook. Some fields use portfolios to show creative work (e.g., design, marketing), but even in fields like finance or operations, one can describe innovative solutions they implemented (for example, "developed a new Excel model to forecast sales that improved accuracy by X%"). During interviews, behavioral questions like "Tell me about a time you came up with a creative solution to a difficult problem" are common. They allow the candidate to showcase ingenuity.

It's worth noting that creativity isn't just having wild ideas; it also involves critical thinking to refine ideas and the practicality to implement them. Great employees balance creative ideation with the ability to execute those ideas or at least collaborate with others to do so. They know how to pitch an idea to get buy-in and are receptive to feedback to improve it.

In the context of organization culture, companies known for innovation (like tech firms) often highlight psychological safety as key – employees need to feel safe to express unconventional ideas without ridicule or punishment if an idea fails. Great employees both leverage that safety for their own ideas and contribute to it by being supportive of colleagues' ideas. For example, rather than shooting down a coworker's strange suggestion, a great employee might say "That's interesting – what if we tweak it this way?" thereby helping shape it constructively.

In summary, creativity and innovation are valuable attributes that allow employees and companies to adapt, grow, and excel. They complement the other traits: communication helps share creative ideas, teamwork helps build on them, a positive attitude keeps one open to new concepts, and a learning mindset provides the raw material for creative connections. Not every role demands high creativity on a daily basis, but when employees at all levels feel empowered to think creatively, the organization benefits from continuous improvement and occasionally game-changing innovations. A great employee, therefore, is one who doesn't just do things the way they've always been done; they ask, "Is there a better way?" and are willing to use their imagination and expertise to find that better way.