Former ARQ Group CEO Tristan Sternson explains why hiring rockstars often backfires and how team dynamics actually scale companies.
What’s happening: A hiring myth has taken hold across fast-growth companies that stacking teams with “rockstar” talent guarantees explosive performance, but this approach often backfires spectacularly.
Why this matters: Companies that focus solely on individual brilliance miss the fundamental dynamics that actually drive scalable success, potentially derailing culture and long-term growth in the process.
The conventional wisdom seems obvious enough: hire the best talent available and watch your business soar. But Tristan Sternson, the executive who led ARQ Group through a remarkable turnaround to a $290 million acquisition by Singtel’s NCS, argues this approach fundamentally misses the point.
“I’ve hired people with world-class CVs who couldn’t deliver in a growth-stage business,” Sternson explains. The problem wasn’t their credentials, it was whether they could thrive within the specific dynamics, pace, and leadership style of his organisation.
Talent doesn’t scale
When Sternson stepped in as CEO of ARQ Group, the business showed promise but lacked cohesion. Talented individuals worked in silos, efforts were duplicated, and alignment was nowhere to be found. The solution wasn’t to recruit more impressive resumes, it was about creating the right ensemble.
“It’s not just about what someone has done, it’s about whether they can do it here, with this group, at this stage,” Sternson notes. The most polished candidates often struggled with the ambiguity and hands-on mentality required in a transformation environment.
This insight challenges the prevailing obsession with pedigree in hiring. Chemistry, adaptability, and alignment with leadership style proved more valuable than individual polish.
Chemistry over credentials
The rockstar hiring approach carries a hidden danger: cultural erosion. Sternson has witnessed brilliant operators who created “noise, not harmony” within teams. While they might deliver short-term results, they gradually undermine trust, collaboration, and collective energy.
“When hiring, I look for EQ as much as IQ,” he explains. “How someone shows up in tough moments matters more than how well they present in interviews.”
This philosophy extends beyond individual assessment to understanding what the business needs at its current stage. Sternson’s team needed builders, not optimisers: people comfortable leading without blueprints rather than those who excelled at refining existing systems.
Stage-aware hiring
The concept of stage-aware hiring became central to ARQ’s success. What works for a startup differs dramatically from what’s needed in a scale-up, and corporate experience doesn’t always translate to transformation environments.
“Founders often fall into the trap of trying to hire the ‘best available talent,’ instead of asking: What kind of team do we need right now?” Sternson observes.
As ARQ matured, the hiring focus shifted accordingly. The business eventually brought in a different layer of talent-those who could stabilise, scale, and systemise rather than build from scratch.
Leading the ensemble
Sternson’s leadership philosophy mirrors that of a conductor rather than a lead vocalist. “Strong leadership isn’t about being the loudest voice, it’s about setting tempo, creating space for others to shine, and knowing when to step in or step back.”
This approach required transparency, constant feedback, and commitment to continuous improvement. Like a band rehearsing together, high-performing teams reflect, recalibrate, and grow collectively.
When ARQ closed its acquisition deal, the celebration focused on collective achievement rather than individual accolades. “Recognition that only celebrates heroes sends the wrong signal,” Sternson reflects. “We built a culture where wins were shared, and so were learnings.”
The methodology proved effective in building trust and maintaining momentum through challenging periods. Building strong team dynamics requires both strategic thinking and genuine care for collective success.
For leaders still chasing individual superstars, Sternson offers a final caution: “If you only hire rockstars, don’t be surprised if everyone ends up playing a different tune.” The alternative is building the band, getting the mix right, and leading with the understanding that the best performances are remembered for the song, not just the singer, may be less flashy but delivers more sustainable results.
The lesson from ARQ’s journey suggests that while ambition and excellence remain crucial, the real competitive advantage lies in creating harmony rather than showcasing soloists.
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