Six Traits of Exceptional People
Hire for human qualities that technical training cannot reliably create.
- Difficulty
- Advanced
- Time to result
- ~ongoing to results
- Steps
- 6
- Confidence
- 98%
Meyer’s hiring model screens for six durable human traits: kindness, curiosity, work ethic, empathy, self-awareness, and integrity. The premise is that a company can teach technical tasks, but it cannot reliably teach someone to notice opportunities, care about their wake, remain open to learning, or act honestly. Interviewers therefore look for kind optimism rather than reflexive skepticism, “learn-it-alls” rather than finished products, voluntary attention to standards, concern for how others feel, an accurate internal weather report, and trustworthy past choices. Questions about perceived luck, common misconceptions, and formative childhood events can reveal how candidates interpret their experience. The traits should be evaluated through evidence and behavior, not merely accepted as polished interview claims.
Origin
Meyer confirmed the six-trait list during The Tim Ferriss Show and said he would still use every trait when hiring his first restaurant today.
Core principles
- 01Character traits are harder to teach than technical skills.
- 02Learn-it-alls improve the business; know-it-alls resist growth.
- 03Work ethic appears in voluntary attention to standards.
- 04Empathy includes awareness of the wake you leave.
- 05Self-awareness and integrity support trust.
How to run it
- 1
Assess kindness
Look for kind eyes, grounded optimism, and evidence that the person treats others well.
Pro tip Separate optimism from an inability to ask hard questions.
Watch out First impressions should prompt evidence gathering, not decide the interview.
- 2
Probe curiosity
Determine whether the person sees themselves as a finished product or continues to learn.
Pro tip Ask what they changed their mind about recently.
Watch out Confidence can disguise a know-it-all posture.
- 3
Find work-ethic evidence
Ask for examples where the candidate noticed and completed work beyond the minimum standard.
Pro tip Look for repeated behavior rather than claims about working hard.
Watch out Do not confuse unhealthy overwork with excellence.
- 4
Test empathy
Explore whether the candidate understands the effect their conduct has on teammates and customers.
Pro tip Ask how lucky they consider themselves and listen to how they explain other people’s role.
- 5
Check self-awareness
Ask what others commonly misunderstand about them and compare the answer with observed behavior.
Watch out A rehearsed weakness is not evidence of reflection.
- 6
Establish integrity
Use concrete formative or ethical situations to understand how the person makes choices under pressure.
Pro tip Verify important claims through references and consistent examples.
Watch out Do not infer integrity from charm.
In the wild
Meyer said he wants curious people who do not see themselves as finished products, especially when the business is trying to improve every day.
→ Curiosity becomes a hiring requirement for continuous improvement.
Meyer looks for whether someone shows up, arrives on time, and cares enough to press a shirt rather than take a shortcut for one more use.
→ Everyday voluntary standards provide observable evidence beyond interview claims.
Common mistakes
Accepting polished self-descriptions
Candidates can claim they work too hard; the evaluator needs behavioral evidence.
Confusing optimism with blindness
Strong teams still need people willing to ask difficult questions.
Is it for you?
Best for
It is best for roles where teamwork, trust, and customer experience matter as much as technical competence.
Not ideal for
It is not ideal as an unstructured vibe check without job-relevant evidence and fair evaluation.
From the transcript
“I don't want know-it-alls. I want learn-it-alls.”
“I definitely want empathetic people, people who understand the wake they leave in their path, who care about how they make other people feel just…”
“You can teach someone how to decant a bottle of wine but can't teach them to see opportunities to do more.”
From the episode
#665: Danny Meyer, Founder of Shake Shack — How to Win, The Art of The Graceful “No,” Overcoming Setbacks, The 6 Traits of Exceptional People, The 4 Quadrants of Performance, Lessons from Hospitality Excellence, and More
Danny Meyer