Calling All Team Player And Individual Perspectives: Part 2

On Wednesday, we took a trip through a team player’s mindset—how they think and approach work, bring the team together, and push for a better product. We are going to take a look into the individual player’s approach to working with a team, and see how they fit into the picture.

The individual player: There’s value in competition, no doubt about it, but there’s a balance that employees with a “soloist” perspective, just can’t seem to shake. Being on a team means you don’t have total control—you depend greatly on the performance of others, and you would rather do it all on your own.

These employees will reach goals, and even set them higher for themselves, but healthy competition is out the door—ready, set, and they are gone before the buzzer.

Why you need these people:

  1. Sometimes you need employees who will shine outside of the team arena to bring loose ends into focus.
  2. They can get the job done quickly and effectively.
  3. Project minded (relationships aren’t’ a top priority as the “team player,” they may tend to hurt other’s feelings by pushing the project along)
  4. Take ideas and turn them into action. 

A lot of differing personalities fall into these categories, but the one thing they have in common is a need for each other. Everyone has something to give and something they need from someone else. Even if you have a job position where no one else shares the responsibilities, odds are, you still depend on other’s to get you what you need. You also lay a strong foundation for other’s job duties.

It’s a beautiful thing when these two categories of people collide—they compliment each other to the fullest and produce a bang-up project.

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Denis Coleman

Denis Coleman is the founder and CEO of Work Compass, a cloud staff performance collaboration software platform that helps teams align their efforts with strategic goals and continuously improve performance. Frustrated with the disconnect between strategy setting and day to day execution and the lack of tools available to managers to help them be great at their most important function …. Aligning their teams activities with strategic goals and actively managing for high performance Denis spent over 5 years researching strategy execution and performance management practices before founding Work Compass to create a software solution. Denis has held senior roles in Ireland, Czech Republic and North America with high performing electronics manufacturing and professional services organisations for more than 12 years. Denis has worked as Finance Director responsible for €800 million in annual revenues for Flextronics International, Key Account Manager responsible for annual revenues of more than €600 million for Dovatron International and Management Consultant for BDO one of Europe’s most successful professional services providers.



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