The hidden habit (we all have) that erodes teamwork

Reader,

Does it ever feel easier to do it yourself? To work alone?

If so, you're in good company.

Most leaders feel this pull at times. If you've been developing yourself as a leader for a while, you know yourself—so you know what you need to do to succeed.

You are unique and your individual contribution is valuable.

Why is it so important to be unique?

The US is one of the most individualistic cultures in the world—and it influences us more than we realize.

Wherever you live, you’ll see this force actively shaping how people work.

Individualist cultures tend to value things like:

• Autonomy — I can govern myself
• Independence — I will not be controlled
• Self-sufficiency — I can do it myself
• Uniqueness — I want to be uniquely special
• Personal achievement — What I do reflects who I am
• Individual rights — I get to decide
• Self-direction — I will choose my own path

In these cultures, people often prefer individual pursuits.

That’s not the case in collectivist cultures, where people tend to value what’s best for the group and readily turn to family and friends for support.

Limited by autonomy.

Autonomy is the right to self-govern. But it's often an isolated pursuit. I decide for myself.

What happens when every team member decides only for themselves?

• We operate in silos.
• We don’t share information.
• We do what we think is best.
• We set our own direction.

And the team begins to erode.

As your role grows, so does the responsibility to contribute meaningfully and nurture team—and this tension often goes unnamed.

The missing ingredient.

I still remember one of the first times I knew—deeply—that I was more because of another person.

My colleague was creative, engaging, curious.
He challenged, questioned, and made me think in ways I hadn’t before.
More than that—he elevated every idea I had.

Suddenly, magic happened. New possibilities unfolded. Our work was completely transformed.

These moments never happen alone.
They happen with others.

If individualism doesn’t create a team, what does?

Answer: Interdependence.

You are inextricably connected to others.
Your success is your team’s success.
Their success is yours.

In a team, the needs of the group are just as important as the needs of each individual.

Elevated by one another.

What makes teamwork hard is also what makes it powerful.

You are elevated by differences—not similarities.

Yes, differences can trigger tension and frustration. But you can just as easily shift your perspective:

What if your team is exactly what you need to grow—and to accomplish more than you ever could alone?

More together.

Individualists often ask: "What can I do to achieve this goal?"

A team-oriented leader asks: "What does this work need to be successful?"

And then considers:

• Who on the team brings the necessary skills, experiences, and unique lens?
• Who offers perspectives that elevate our thinking and make the work better?

Make your work better today.

Think of a project you're currently working on.

Ask yourself:

• What skills, experience, or vantage points will help me fully see what the project needs?
• What unique lenses are needed to cover all the different aspects of the work?
• What kind of rhythms will help your team finish strong?

Give it a try.

1. Start by looking through the lens of what the project needs to succeed.
2. Then, consider what you bring—because of who you are.
3. Next, surround yourself with others. Be a team.
4. Choose to prioritize team over autonomy.
   1. Accomplish excellent work together.

Elevate your work with others today.

Enjoy!

Sara

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