The Ideal Team Player

What makes humble, hungry, and smart powerful and unique is not the individual attributes themselves, but rather the required combination of all three.

The three virtues defined: Humility refers to a lack of excessive ego and a willingness to share credit. Hunger is the drive to work hard and go above and beyond. People smarts involve interpersonal awareness and the ability to work well with others.

Importance of the combination: While each virtue is valuable on its own, the power lies in their combination. A person lacking in any one area can significantly hinder teamwork and overall performance. For example:

• Humble + Hungry, but not Smart: The "Accidental Mess-Maker"

• Humble + Smart, but not Hungry: The "Lovable Slacker"

• Hungry + Smart, but not Humble: The "Skillful Politician"

Real-world application: Organizations that prioritize these three virtues in hiring, development, and culture-building create environments where teamwork thrives and individual contributions are maximized.

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.

Types of humility: True humility involves acknowledging one's strengths and weaknesses without overinflating or undervaluing oneself. It's not about thinking less of yourself, but thinking of yourself less.

Impact on teamwork: Humble team members:

• Build trust more easily

• Engage in productive conflict

• Commit to group decisions

• Hold peers accountable

• Focus on team results over personal gain

Cultivating humility: Leaders can foster humility by:

• Modeling humble behavior

• Recognizing and rewarding team-oriented actions

• Addressing arrogance or excessive self-promotion

• Encouraging open communication about mistakes and weaknesses

Hungry people are always looking for more. More things to do. More to learn. More responsibility to take on.

Manifestations of hunger: Hungry team members exhibit:

• Self-motivation

• Proactive problem-solving

• Willingness to take on additional responsibilities

• Continuous learning and improvement

• Strong work ethic

Balancing hunger: While hunger is crucial, it's important to distinguish between healthy ambition and unhealthy workaholism or selfish drive. The ideal hunger is sustainable and aligned with team goals.

Fostering hunger: Leaders can encourage hunger by:

• Setting challenging but achievable goals

• Providing opportunities for growth and development

• Recognizing and rewarding initiative

• Creating a culture that values continuous improvement

• Addressing complacency or lack of engagement promptly

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.

Components of people smarts: People smarts involve:

• Emotional intelligence

• Active listening

• Empathy

• Adaptability in communication styles

• Awareness of group dynamics

• Ability to navigate difficult conversations

Impact on team functioning: Smart team members:

• Reduce interpersonal conflicts

• Facilitate effective communication

• Create a positive team atmosphere

• Adapt their approach to different personalities

• Mediate disagreements constructively

Developing people smarts: Leaders can enhance people smarts by:

• Providing training in emotional intelligence and communication

• Encouraging self-reflection and feedback

• Creating opportunities for diverse interactions

• Modeling appropriate interpersonal behavior

• Addressing instances of social insensitivity or conflict

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

Synergy of virtues: The combination of humility, hunger, and people smarts creates a powerful foundation for teamwork. Each virtue reinforces and complements the others:

• Humility + Hunger = Passionate but not self-centered

• Humility + Smart = Socially adept but not manipulative

• Hunger + Smart = Driven but considerate of others

Addressing weaknesses: When a team member is lacking in one area, it's crucial to:

1. Identify the specific weakness

2. Provide targeted development opportunities

3. Offer consistent feedback and support

4. Monitor progress and adjust strategies as needed

Cultural impact: Organizations that prioritize all three virtues create a culture where:

• Collaboration is natural and effortless

• Innovation thrives through open communication

• Conflicts are resolved constructively

• Team members feel valued and motivated

The most reliable way to ensure that teamwork takes hold in an organization would be to hire only ideal team players.

Effective interviewing techniques:

• Ask behavioral questions targeting each virtue

• Use group interviews to observe interactions

• Conduct non-traditional interviews (e.g., during an errand)

• Ask candidates what others would say about them

• Probe for specific examples and stories

Red flags to watch for:

• Excessive self-promotion or credit-taking (lack of humility)

• Lack of passion or initiative in past roles (lack of hunger)

• Difficulty describing interpersonal situations (lack of people smarts)

Reference checking: Go beyond standard questions to gain insights into the candidate's humility, hunger, and people smarts. Ask for specific examples and how the candidate compares to others.

Leaders can evaluate their people against the three virtues in order to help them identify what they need to work on for their own good and the good of the team.

Assessment methods:

• Manager evaluations using specific behavior-based questions

• Self-assessments focusing on observable behaviors

• Peer discussions (not formal peer evaluations)

• Regular feedback and performance conversations

Development strategies:

• Identify root causes of deficiencies (e.g., insecurity, past experiences)

• Provide targeted coaching and training

• Encourage "exposure therapy" - practicing desired behaviors

• Set clear expectations and provide consistent feedback

• Celebrate progress and improvements

Addressing severe deficiencies: When an employee consistently fails to improve:

1. Have honest conversations about fit and expectations

2. Provide clear timelines for improvement

3. If necessary, help the employee transition to a role or organization better suited to their strengths

The most important part of the development process, and the part that is so often missing, is the leader's commitment to constantly "reminding" an employee if she is not yet doing what is needed.

Consistent reinforcement: Leaders should:

• Regularly discuss the three virtues in team meetings

• Incorporate them into performance reviews and goal-setting

• Recognize and reward behaviors that exemplify the virtues

• Address violations promptly and consistently

Creating accountability: Encourage team members to:

• Hold each other accountable for demonstrating the virtues

• Provide peer feedback and support

• Celebrate team successes that result from embodying the virtues

Leading by example: Leaders must model humility, hunger, and people smarts in their own behavior, demonstrating:

• Willingness to admit mistakes and learn from others

• Passion for the team's mission and continuous improvement

• Emotional intelligence and interpersonal effectiveness

Sitting down as a group and having teammates reveal and discuss their own relative weaknesses related to humble, hungry, and smart is a powerful way to ensure that all of this will lead to change and that teammates will be one another's best coaches.

Self-assessment benefits:

• Increases self-awareness

• Promotes ownership of personal development

• Reduces defensiveness in feedback conversations

Effective peer discussions:

• Create a safe, non-judgmental environment

• Focus on specific behaviors and examples

• Encourage vulnerability and honesty

• Brainstorm strategies for improvement as a team

Follow-up and accountability:

• Set personal and team goals based on discussion insights

• Schedule regular check-ins to discuss progress

• Celebrate improvements and support ongoing challenges

The ramifications of all this are undeniable. Leaders who can identify, hire, and cultivate employees who are humble, hungry, and smart will have a serious advantage over those who cannot.

Universal applicability: The model works for:

• Different industries (e.g., technology, construction, healthcare)

• Various organizational levels (from entry-level to C-suite)

• Diverse team structures (project teams, departments, entire organizations)

Adaptability to specific contexts:

• Tailor interview questions and assessments to industry-specific scenarios

• Adjust development strategies based on organizational culture and resources

• Align the virtues with existing company values and mission

Long-term benefits:

• Improved team performance and productivity

• Reduced turnover and increased employee satisfaction

• Enhanced organizational culture and reputation

• Increased adaptability to change and challenges

By consistently applying the ideal team player model across all aspects of talent management, organizations can create a sustainable competitive advantage through their people and culture.