Where Hustle Meets Structure: Evolving the Way We Identify and Grow Talent
3 min read
Years ago, I began using a simple but powerful framework for hiring and leadership: IQ + EQ + Hustle. It’s an elegant shorthand that helped me quickly identify individuals who not only had the intellect to problem-solve, but the emotional intelligence to navigate people dynamics, and the grit to get things done when things got messy.
It’s a model I’ve used consistently -until recently, when a colleague’s article on Adaptive Talent made me pause and reflect. It's not often I pivot on ideas that I've used in my career for years, and this one really got to me.
Their take? Spot-on. The Adaptive Talent framework adds depth not by challenging the IQ + EQ + Hustle formula, but by extending it. It zooms out from the individual and asks a more systemic question: How does your organization enable this kind of talent to thrive?
Let’s break this down.
The Core Still Holds: IQ + EQ + Hustle
I stand by the original framework:
IQ: Can someone think strategically, learn fast, and tackle complex challenges?
EQ: Can they work well with others, adapt under pressure, and manage conflict gracefully?
Hustle (HQ): Do they keep pushing when the path gets unclear, find creative solutions, and take initiative without waiting to be told?
These are still foundational traits for any high-performing team member. In fact, when I read about the types of people defined as adaptive talent - a category strategist who can build a demand model, or a digital product owner who knows both UI and margin math - I see IQ + EQ + Hustle in action.
But Here’s the Catch: Talent Alone Isn’t Enough
The Adaptive Talent article highlighted something I’ve seen but hadn’t named: even the most dynamic individuals will flounder in rigid structures.
Hiring great people is only part of the equation. The other half is creating an ecosystem that:
Allows adaptability by removing silos and rigid job descriptions.
Prioritizes capabilities over headcount, focusing on what needs to be achieved - not just who fills a seat.
Builds muscle around learning and experimentation, where failure is safe and iteration is expected.
You don’t just find adaptive talent. You also build it.
Where the Models Converge (and Where They Evolve)
The Adaptive Talent model doesn’t replace IQ + EQ + Hustle - it scales it. It challenges organizations to ask:
Are you hiring for outcomes, or just roles?
Are you giving your people the tools and freedom to use their IQ, EQ, and Hustle?
Are you building systems that flex with talent rather than contain it?
My original framework focused on evaluating individuals. The Adaptive Talent model adds an important layer: how we structure our companies to support, grow, and deploy that talent.
Bringing It Together: Tips for Leaders
If you want to combine both models, here are a few actions that can help:
1. Revamp Job Descriptions: Start with the problem you're solving, not the job title. Describe the outcomes needed and let candidates self-identify how they’d deliver.
2. Create “Pods” Not Departments: Cross-functional teams built around capabilities (not silos) allow IQ, EQ, and Hustle to work in real-time, in context.
3. Hire for Agility, Not Perfection: Ask interview questions that probe how someone handles ambiguity, not just how they follow processes.
4. Build a Living Bench: Not every role requires a full-time hire. Keep a network of capable, trusted people who can plug in when needed - and plug out when the project ends.
5. Measure Momentum, Not Just Metrics: Sometimes the biggest wins are signs of progress, not perfect outcomes. Create KPIs that reward forward motion, learning, and iteration.
Final Thoughts
IQ + EQ + Hustle is still a powerful lens through which to view talent. But today’s business environment requires us to zoom out and ask: What are we doing as leaders to create the conditions where that talent can actually thrive?
Adaptive talent isn’t rare because it’s hard to find - it’s rare because too few organizations are designed to support it.
So let’s rethink how we hire and how we lead. Because the formula for success isn’t just in the individuals - it’s in the ecosystem we build around them.
Curious to hear your take: What traits do you look for in high-performing talent? And what have you seen organizations do well, or not so well, to unlock it?
And all the credit to Chris Daniel and Brad DeFrank from Toptal who wrote: The Adaptive Talent Imperative: How CPG and Retail Companies Can Transform With Cross-functional Experts This article truly expanded my thoughts to make me a better leader.