High trust beats individual high performance every time. Remember this when they tell you you aren’t good enough.
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High “performance” is just perception at EM. I remember years ago, one of EMIT’s “stage 5” project executives had the reputation of identifying something as a huge problem (typically a manufactured “problem”), and parachuting themselves in to “solve” it.
In the context of the qualitative definition of "high performer", in this case it sounds like someone who has a lot of "results" in the eye of the company. Someone working in a team or equipment reliability could certainly have great actual results based on the definition of their job, and high trust with their peers, but be hated on by management for low optics and little brown nosing. Performance and trust are subjective.