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real teamwork requires tangible, specific behaviors: vulnerability-based trust, healthy conflict, active commitment, peer-to-peer accountability, and a focus on results.
the three underlying virtues that enable them to be ideal team players: they are humble, hungry, and smart.
Leaders who can identify, hire, and cultivate employees who are humble, hungry, and smart will have a serious advantage over those who cannot.
hire people who are hungry. They go beyond what is required. Passionate about the work they're doing. Hungry.”
Great team players lack excessive ego or concerns about status. They are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self, and define success collectively rather than individually. It is no great surprise, then, that humility is the single greatest and most indispensable attribute of being a team player.
“Humility isn't thinking less of yourself, but thinking of yourself less.”
Hungry people are always looking for more. More things to do. More to learn. More responsibility to take on. Hungry people almost never have to be pushed by a manager to work harder because they are self-motivated and diligent. They are constantly thinking about the next step and the next opportunity. And they loathe the idea that they might be perceived as slackers.
When I refer to hunger here, I'm thinking about the healthy kind—a manageable and sustainable commitment to doing a job well and going above and beyond when it is truly required.
smart simply refers to a person's common sense about people. It has everything to do with the ability to be interpersonally appropriate and aware. Smart people tend to know what is happening in a group situation and how to deal with others in the most effective way. They ask good questions, listen to what others are saying, and stay engaged in conversations intently.
Smart people just have good judgment and intuition around the subtleties of group dynamics and the impact of their words and actions.
