Work teams are named for a reason: all members become one entity: the result. If one loses everyone loses and if one wins everyone wins. At least, that’s the message behind the concept. Sometimes it is applied in practice and sometimes it is not.
Despite delivering results as a single individual, a work team is made up of people of different profiles, from the most proactive, who take on responsibilities that were not directly assigned to them, to the most reactive, who often prefer not to commit to the least amount of responsibility.
There are techniques to compose a high performance work team such as profile testing and personality factor inventory, for example. All of them present the need to create hybrid teams with people of different personalities. However, based on my experience, I disagree on one point: not all personalities deserve a spot on high-performance teams. Especially when we talk about professionals with the most inflexible and negative personalities. Inflexibility should never be confused with great personality, and flexibility should not be synonymous with a lack of one.
High performance teams deliver better results when agents know and understand the nuances of a different project and are highly inclined to become responsible for the demands within the planning. If someone on the team is less involved than other members, the strength of the work team will be leveled by the average between the least involved and the most committed, which in turn will compensate for the lack of support from teammates by putting more effort into development. from the project. And this is where your opportunity to shine is. Those responsible are the best seen by leaders of high performance teams and the type of professional that all companies are looking for.
The profile of a proactive professional has two great positive points: he takes the demand for himself as part of his responsibility to the point of having a moral debt with this commitment, which makes him more exposed to difficulties and makes him evolve as a professional, he ends up stepping out of his comfort zone.
It is important to remember that demands range from the execution of a specific project activity to horizontal leadership, where you will have to exercise behaviors such as delegating tasks, supporting the team’s work and even motivating your teammates. Remember that a team is made by everyone, if one falls everyone will feel the fall of one day members. It is up to you to identify how far you can go based on four very important points: your experience, your technical capacity, your freedom within the team and the type of leadership on which your team is built.
Walking this path is not a guarantee of financial gains, but of recognition among your professional peers and opportunities for new challenges that help your professional development.