But the real challenge... finding someone that you're delighted to have join your team and still being as delighted with them a year later. 

The reality is that every team has a range of performers. Think about your own immediate team and odds are you have most of the following:

• Outstanding contributors who demonstrate exceptional technical skills and promote the values and team culture you want
• Strong technical performers (they do the task well) who have a negative impact on the people around them - and who are often unaware of the impact
• Loyal, salt of the earth types whose actual task performance is average 
• Unpredictable types who fluctuate from tantilizing brilliance to frustrating mediocrity
• Out and out poor (or even terrible) performers)

How do we create a culture of Authentic Contributors?

This is a multi-dimensional problem that needs to be solved at two levels:

• The Authentic Leader develops the skills and strategies to have genuine work-based conversations about expectations, performance and behaviour. 
•  Individual Contributors need to develop their own skills in emotional self-management, communication, resilience, assertiveness (but not aggression), understanding and working with a range of personalities and collaboration.