The Ideal Team Player: How to Recognize and Cultivate The Three Essential Virtues (J-B Lencioni Series)

by Patrick Lencioni

real teamwork requires tangible, specific behaviors: vulnerability-based trust, healthy conflict, active commitment, peer-to-peer accountability, and a focus on results.

having no ego, working really hard, and knowing how to deal with people.

“The guy was funny. Charming. Bright.

he wasn't hardworking? He was lazy?

You wouldn't say he was your classic lazy person. He would do what you asked him to do.” Clare finished, “And nothing else.

“He's the kind of guy who would be the best next-door neighbor in the world, but not someone you'd want to depend on. Or go into business with.

hungry. They go beyond what is required. Passionate about the work they're doing.

a person has to know how to act and what to say and what not to say. People smart.

you can't be a jackass if you're smart about people.

you could be really good about knowing what to say and how to say it and how to charm everyone you deal with,” Jeff said. “But if deep down inside you were doing it for yourself, for your own ambitions, that would make you a duplicitous jackass.

What makes someone stand out here, in a bad way, is when they

try to get a sense for whether he wants to keep working hard, whether he still has the desire to commit himself to the job, or whether this is simply a distraction from his retirement boredom.

looking for indications that he's not humble. Arrogance. Condescension. Dismissiveness. Self-centeredness.

“Very low maintenance. Doesn't want attention. Isn't a self-promoter at all.

Most training and development comes down to how much a person wants to change.

Hungry is all about working hard and being passionate about our work. And smart has to do with being aware of the people around you and dealing with them in a positive, functional way.

I just don't spend a lot of energy on being nice all the time. I'd rather focus on getting things done. Some people don't like that, I guess.

First, improvement was not an option. Second, they would have plenty of support in their development. Third, if they decided to opt out, that would be okay.

five behavioral manifestations of teamwork: trust, conflict, commitment, accountability, and results.

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.

many leaders who value teamwork will tolerate people who aren't humble. They reluctantly hire self-centered people and then justify it simply because those people have desired skills.

leaders aren't considering the effect that an arrogant, self-centered person has on the overall performance of the team.

The most obvious kind is the overtly arrogant people who make everything about them. They are easy to identify because they tend to boast and soak up attention. This is the classically ego-driven type and it diminishes teamwork by fostering resentment, division, and politics.

These are the people who lack self-confidence but are generous and positive with others.

their lack of understanding of their own worth is also a violation of humility. Truly humble people do not see themselves as greater than they are, but neither do they discount their talents and contributions.

“Humility isn't thinking less of yourself, but thinking of yourself less.

A person who has a disproportionately deflated sense of self-worth often hurts teams by not advocating for their own ideas or by failing to c...

Insecurity makes some people project overconfidence, and others discount their own talents.

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.

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.

they don't say and do things—or fail to say and do things—without knowing the likely responses of their colleagues.

Smart people can use their talents for good or ill purposes.

If even one is missing in a team member, teamwork becomes significantly more difficult, and sometimes not possible.

A person who is not humble will not be able to be vulnerable and build trust, making them unable to engage in honest conflict and hold others accountable.

they'll have a hard time committing to decisions that don't serve their interests.

A colleague who lacks hunger will not be willing to engage in uncomfortable conflict, hold peers accountable for their behaviors, or do whatever it takes to achieve res...

a person who is not smart about people will most likely create unnecessary problems in the entire teambuilding process, especially when it comes to tactfully engaging in productive conf...

when they possess significant humility, hunger, and people smarts—they enable teamwork by making it relatively easy for members to overcome the five dysfunctions of a team (see model on page 214). That means they'll be more likely to be vulnerable and build trust, engage in productive but uncomfortable conflict with team members, commit to group decisions even if they initially disagree, hold their peers accountable when they see performance gaps that can be addressed, and put the results of the team ahead of their own needs.

Humble Only: The Pawn People who are only humble but not at all hungry or smart are the “pawns” on a team. They are pleasant, kind-hearted, unassuming people who just don't feel a great need to get things done and don't have the ability to build effective relationships with colleagues. They often get left out of conversations and activities, and have little impact on the performance of a team. Pawns don't make waves, so they can survive for quite a long time on teams that value harmony and don't demand performance.

Hungry Only: The Bulldozer People who are hungry but not at all humble or smart can be thought of as “bulldozers.” These people will be determined to get things done, but with a focus on their own interests and with no understanding or concern for how their actions impact others. Bulldozers are quick destroyers of teams. Fortunately, unlike pawns, they stand out and can be easily identified and removed by leaders who truly value teamwork. However, in organizations that place a premium on production alone, bulldozers can thrive and go uncorrected for long periods of time.

Smart Only: The Charmer People who are smart but sorely lacking in humility and hunger are “charmers.” They can be entertaining and even likeable for a while, but have little interest in the long-term well-being of the team or their colleagues. Their social skills can sometimes help them survive longer than bulldozers or pawns, but because their contributions to the team are negligible, they often wear out their welcome quickly.

strengths associated with them often camouflage their weaknesses.

Humble and Hungry, but Not Smart: The Accidental Mess-Maker

They genuinely want to serve the team and are not interested in getting a disproportionate amount of attention and credit. However, their lack of understanding of how their words and actions are received by others will lead them to inadvertently create interpersonal problems on the team.

Humble and Smart, but Not Hungry: The Lovable Slacker

They aren't looking for undeserved attention, and they are adept at working with and caring about colleagues. Unfortunately, they tend to do only as much as they are asked, and rarely seek to take on more work or volunteer for extra assignments.

Lovable slackers need significant motivation and oversight, making them a drag on the team's performance,

Hungry and Smart, but Not Humble: The Skillful Politician