These people are ambitious and extremely hard working, but only in as much as it will benefit them personally. Hungry and Smart, but not Humble – The Skillful Politician Push yourself beyond your limit and get out of your comfort zone. Lovable slackers need significant motivation and oversight, making them a drag on the team’s performance, more so than accidental mess makers.Īctionable advice: Be more committed to your actions. They have limited passion for the work the team is doing. Unfortunately, they tend to do only as much as they are asked and seldom seek to take on more work or volunteer for additional responsibilities. They are proficient at working with and caring about peers. These people survive in teams for a long time. Humble and Smart, but not Hungry – The Lovable Slacker Listen to others with an intent to understand and connect with people by engaging in a conversation. Accidental Mess Makers have no bad intentions and can usually take corrective feedback.Īctionable advice: Become self-aware and possess a more positive attitude. However, their lack of emotional quotient and unawareness of how their words are received by others causes them to damage their interpersonal relations with the team. These people have good intentions and want to serve the team. Humble and Hungry, but not Smart – The Accidental Mess Maker Often their contributions to the team is negligible, and they hardly care about other’s success.Ĥ.
People who are social smart, but sorely lacking in humility and hunger, are“charmers.” They are fun and entertaining, and likable for a while, but have very little interest in the long-term well-being of the team. Such people have lots of drive and ambition, but they can’t work and get along with others.
Hungry Only – The Bulldozerīulldozers are very determined to get things done, but with a focus on their own interests and without realizing how their actions could impact others. They often are lone wolves and find great difficulty in creating an impact on the team. They are nice, kind-hearted individuals who just don’t have a great desire to get things done and lack the ability to build effective relationships with peers. People who are only humble, and not hungry at all or smart are the “pawns” on a team. Now, with this understanding let’s explore six different personas of team members who lack either one or two of these virtues and what it takes to be an ideal team player. Those who lack all three virtues have very little chance of becoming great team players. They define success collectively and commit to team goals. They don’t bother about their status or ego, instead, they focus on the welfare of the team as a whole. For them, the team’s requirements and goals always come before their own. Great team players are humble individuals. Humble (Humility – More Interested in Others) “Humility is the foundation of all virtues.” – Confucious 3.
IDEAL TEAM PLAYER 3 TRAITS HOW TO
They have good interpersonal awareness and tend to understand how to deal with others in the most effective way. Smart team members understand team dynamics and can tactfully engage in productive disagreement. In the context of teamwork, smart means having social skills, the ability to get along with people and to work with them efficiently and effectively. Being smart isn’t the same as being intelligent! They are good at practicing the Emotional Quotient. Having a squad of hungry members is essential. Social Smarts (EQ, Common Sense, People Skills) They go above and beyond to achieve results and are always thinking about the next steps. Hungry team members engage in uncomfortable conflict and hold others accountable. They don’t settle for mediocrity and are always looking for more – more learning, more responsibility, more action, and more contribution. Hungry team members have a strong work ethic, they hate being a slacker. The first virtue of a great team player is hunger.
Patrick Lencioni reveals in his book “ The ideal team player” the three indispensable virtues that we will briefly be exploring in the context of the Scrum team. So, how can you identify, build, and sustain such great team players? In each of the above three cases, there is something special: a spark, a virtue, or some business environment “juju” that inspired team members to push their limits beyond the comfort zone and create products that redefined their businesses. Great teams are more than just a bunch of smart people. What do the Ford Motor company (Henry Ford, Clarence Avery, Peter Martin, Charles Sorensen), the Google team (Sergey Brin, Larry Page and Eric Schmidt, Omid Kordestani), and Walt Disney and “his nine old men” all have in common? “Coming together is a beginning, keeping together is progress, working together is success.” – Henry Ford
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