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being a team player
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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.
We need to hire people who are hungry. They go beyond what is required. Passionate about the work they're doing. Hungry.
“Humble is pretty obvious. We can't abide big egos. 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.
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.
“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.
Humble Only: The Pawn
Hungry Only: The Bulldozer
Smart Only: The Charmer
The next three categories that we'll explore represent people who are more difficult to identify because the strengths associated with them often camouflage their weaknesses.
Humble and Hungry, but Not Smart: The Accidental Mess-Maker
create interpersonal problems on the team.
Humble and Smart, but Not Hungry: The Lovable Slacker
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
Humble, Hungry, Smart: The Ideal Team Player
four primary applications
(1) hiring, (2) assessing current employees, (3) developing employees who are lacking in one or more of the virtues, and (4) embedding the model into an organization's culture.
The Interview Process
Don't Be Generic
Debrief Each Interview as a Team
Consider Group Interviews
Make Interviews Nontraditional
Ask Questions More than Once
Ask What Others Would Say
Ask Candidates to Do Some Real Work
Don't Ignore Hunches
Scare People with Sincerity
Humble
“Tell me about the most important accomplishments of your career.
“What was the most embarrassing moment in your career? Or the biggest failure?
“How did you handle that embarrassment or failure?
“What is your greatest weakness?
“How do you handle apologies, either giving or accepting them?
“Tell me about someone who is better than you in an area that really matters to you.
Hungry
