A Comparative Analysis of Average Employees and Great Employees: Behavioral Traits, Workplace Impact, and Organizational Outcomes

 

Abstract

The success of any organization is significantly influenced by the quality of its employees. The infographic under review highlights a stark contrast between “average employees” and “great employees,” categorizing their behaviors, attitudes, and outcomes. This article analyzes these traits in depth, linking them to organizational productivity, employee well-being, and long-term sustainability. Case examples and research-backed interpretations are provided to establish practical insights.

 

1. Introduction

Organizations thrive not merely on systems and processes but on the people who execute them. Employee effectiveness is often determined by behavioral patterns, intrinsic motivation, and adaptability. The visual framework presented categorizes employees into two broad groups: average and great. While the former often act as bottlenecks to growth, the latter emerge as catalysts of innovation and efficiency.

 

 

 

2. Traits of Average Employees

Average employees are characterized by patterns that restrict both personal and organizational progress. These include:

1.    Work for Paycheck Only

Such employees lack intrinsic motivation. Their contribution is transactional, limiting creativity and innovation.

Example: An employee who clock-watches for 5 PM rather than focusing on task completion reduces team morale.

2.    No Desire to Learn

Resistance to upskilling makes them obsolete in dynamic environments.

Example: An IT staff member refusing to learn cloud technology risks redundancy in a cloud-first world.

3.    Resist Change & Don’t Plan

Average employees often oppose new strategies and fail to anticipate challenges. This delays organizational transformation.

4.    Poor Teammates & Idea Contribution

Collaboration suffers as they rarely offer innovative solutions, making them liabilities in brainstorming sessions.

5.    Poor Health Habits

Declining productivity and increased absenteeism often result from poor lifestyle management.

6.    Blame Culture

Average employees externalize problems, weakening accountability.

 

7.    Fear-Driven Motivation

Compliance is based on fear of punishment rather than passion for excellence.

 

3. Traits of Great Employees

Great employees, conversely, embody qualities that align with organizational excellence.

1.    Love for Great Work

They derive satisfaction from performance itself, driving intrinsic excellence.

2.    Constant Learners & Readers

Lifelong learning ensures adaptability.

Example: A finance professional pursuing certifications like CFA continuously adds value to the firm.

3.    Embrace Change & Plan for Success

Change is seen as opportunity, and planning ensures resilience against uncertainty.

4.    Team Leadership & Idea Generation

Great employees inspire and influence peers positively.

Example: In agile IT teams, idea-driven leaders improve sprint outcomes significantly.

5.    Health & Responsibility

Strong physical and mental health habits enhance consistency in delivery. Taking responsibility ensures accountability culture.

6.    Motivated by Excellence

Unlike fear-driven employees, they work for mastery, purpose, and recognition, not just rewards.

7.    Efficient Time Use

They detest wasting time, ensuring higher productivity levels.

 

 

 

 

4. Comparative Analysis

The contrast highlights a psychological and behavioral divide:

Dimension	Average Employees	Great Employees
Motivation	Paycheck-driven	Passion and excellence-driven
Learning	Static, resist new skills	Continuous learners
Adaptability	Fearful of change	Embrace change
Contribution	Rarely contribute ideas	Idea generators
Team Impact	Demotivating presence	Inspiring leaders
Health	Neglectful habits	Strong health culture
Accountability	Blame and justify	Take responsibility
Time Use	Wasteful	Efficient

 

5. Organizational Impact

1.    Productivity

Teams with great employees outperform by fostering innovation and collaboration, whereas average employees slow processes.

 

2.    Culture

Blame and resistance create toxic cultures, while accountability fosters trust and resilience.

3.    Sustainability

Organizations reliant on average employees face stagnation. Firms investing in great employees through training and recognition ensure adaptability to future challenges.

 

6. Real-World Case Examples

• Average Employee Impact:

Nokia’s decline (2000s) is often attributed to resistance to change among middle management, reflecting "average employee traits."

• Great Employee Impact:

At Google, the "20% time" policy encouraged employees to contribute ideas beyond their regular tasks, resulting in products like Gmail and Google Maps.

 

8.   Recommendations

 

1.    Talent Development Programs: Encourage learning and reading cultures.

2.    Health Initiatives: Introduce workplace wellness programs.

3.    Leadership Opportunities: Empower employees to lead small projects.

4.    Cultural Shifts: Promote accountability over blame.

5.    Recognition: Reward idea generation and time efficiency.

 

8. Conclusion

The contrast between average and great employees underscores the importance of behavioral patterns in organizational success. Great employees transform workplaces into innovative, resilient ecosystems, while average employees risk stagnation. Organizations must cultivate environments where excellence, responsibility, and continuous learning are the norm.

 

v  Key Insight:

Organizations don’t just need employees; they need great employees. The journey from “average” to “great” is not innate but fostered through training, culture, and leadership.

 

5 Powerful Problem-Solving Tools Every Manager Should Master

In today’s dynamic business environment, managers are expected not only to supervise operations but also to solve problems effectively. The ability to address challenges with structured methods can make the difference between temporary fixes and sustainable success. Here are five proven tools that every manager can apply to lead with clarity and impact.

1. Root Cause Analysis (RCA) – Solving Problems at the Source

Too often, managers deal with recurring issues because only the symptoms are addressed. RCA helps dig deep into the underlying cause.

How managers can use it:

• Identify the symptoms.
• Trace them back to the root cause.
• Validate findings.
• Develop corrective strategies.

✅ Example: If customer complaints keep rising, instead of only compensating them, managers can identify whether the root issue lies in product design, service delay, or communication gaps.

2. Design Thinking – Putting People First

Modern managers must adopt a user-centric mindset. Design Thinking fosters creativity and ensures solutions are built around real needs.

Steps in practice: Empathize → Define → Ideate → Prototype → Test.

✅ Example: When developing a new service line, managers can involve end-users in brainstorming sessions, test prototypes, and refine the offering based on feedback.

3. Six Thinking Hats – Seeing from All Perspectives

Complex decisions demand a multi-angle view. Edward de Bono’s Six Hats technique helps teams explore problems through different lenses: facts (white), emotions (red), caution (black), optimism (yellow), creativity (green), and process control (blue).

✅ Example: A leadership team deciding on a market expansion can balance enthusiasm (yellow) with risk analysis (black) and creative ideas (green) before making a sound decision.

4. SWOT Analysis – Turning Insight into Strategy

SWOT remains one of the most practical strategic tools. By mapping Strengths, Weaknesses, Opportunities, and Threats, managers gain a holistic view of their position.

✅ Example: A retail chain entering a new city may use SWOT to leverage its strong supply chain (strength), work on limited brand recall (weakness), tap into growing demand (opportunity), and prepare for aggressive competitors (threats).

5. Value Stream Mapping – Eliminating Waste, Improving Flow

Efficiency is central to managerial success. Value Stream Mapping allows managers to visualize the flow of materials and information, spot inefficiencies, and redesign processes.

✅ Example: In logistics, managers can map the delivery chain, identify unnecessary delays, and streamline the process to ensure faster service at lower cost.

Conclusion: The Manager as a Problem-Solver

A manager’s true strength lies not in reacting to problems, but in solving them systematically. By mastering these five tools—RCA, Design Thinking, Six Thinking Hats, SWOT, and Value Stream Mapping—leaders can foster innovation, efficiency, and long-term organizational growth.

In practice, these tools also send a powerful message: that managers are not just task supervisors, but architects of solutions.