Honesty is the best policy. This is a bit cliché but truth tends to become cliché over time because it is overused due to its effectiveness. Truth is exclusive and great teammates cling to that exclusivity. They are honest when communicating anything to the team. They give honest feedback. They are honest about how the impact of
Great teammates make mistakes. They can make costly mistakes. However, they don’t find themselves in a pattern that keeps them at the center of a big problem. They learn from their mistakes and therefore become less likely to cost the team. Their integrity also keeps them from risky endeavors that could compromise the team’s reputation. Teammates that
Great teammates understand that there are standards on every team. They don’t cut moral corners. They understand that their actions have an impact on others. Everyone can have fun but course jesting and off color comments are avoided on a great team because you never know when someone might be having a bad day. Great teams keep
Great teammates put their teammates above the outcomes of the team. They understand that their teammates are actual people and not just a means to an end. A great teammate communicates their care by being interested in how a decision or action impacts other teammates. They avoid expedient decisions and only make a decision that adversely affects
A great teammate is humble. That doesn’t mean that they are not confident in their abilities. Self-deprecating, false humility is just as stomach churning to me as a prideful self-centered attitude. Being humble means that they have an understanding that no matter how talented they are, they need the team to have the opportunity to express that talent.
We can misdiagnose someone as a great teammate if they are talented enough to get their job done well. Unfortunately talent has little to do with being a good teammate. A great teammate relates to others on the team well. They put the team’s agenda before their own. They understand that they are a part of a
There is usually a mixture of root causes when examining how a team responds to a problem. The history of the leadership’s expectations can shape how a team responds to adverse conditions. A team member’s individual experiences to similar problems in the past can dictate how they respond. That response can trigger a response in another teammate.
How does the team approach problem solving? Do they panic? Do they get their tool box out and get to work on it ASAP? Do they pretend that it doesn’t exist and push on with business as usual? Do they point fingers at each other and place blame? The initial response to a problem can reveal a
There is a time to move quickly, but when we are evaluating ourselves and our team it’s best to move slowly. Evaluation requires three practices: Watch: When we evaluate our team, we have to watch more than the outcomes. We have to see the processes to understand the causes of the outcomes. We should catch our team
The contrast between the experienced expert and the naive is evident. The expert knows that there is more to know about their particular field. The naive have made up their mind that they already know enough and therefore they limit their options with less than ideal solutions to problems that really put them out of their depth.