Grant: Patrick please tell us what your latest book is all about?

This book is focused on individual team members rather than the dynamics of the team as a whole. I wrote it because while I’m confident that almost any group of people can become a team with the right amount of guidance and support, there are some individuals that greatly accelerate the process because they share three distinct attributes.

Grant: What are these attributes?

The first and most important virtue of an ideal team player is humility.

A humble employee is someone who is more concerned with the success of the team than with getting credit for his or her contributions. People who lack humility in a significant way, the ones who demand a disproportionate amount of attention, are dangerous for a team.

Having said that, humble team players are not afraid to honestly acknowledge the skills and talents that they bring to the team, though never in a proud or boastful way.

The next virtue of an ideal team player is hunger – the desire to work hard and do whatever is necessary to help the team succeed.

Hungry employees almost never have to be pushed by a manager to work harder because they are self-motivated and diligent. They volunteer to fill gaps, take on more responsibilities and are eagerly looking around corners for new ways to contribute to the team.

The final virtue of a team player is not about being intelligent, but rather about being wise or smart in how to deal with people.

Smart employees understand the nuances of team dynamics, and know how their words and actions impact others. Their good judgment and intuition help them deal with others in the most effective way.

Grant: What is the payoff for the team of these attributes?

The impact of ensuring that members of a team value and demonstrate these attributes cannot be overstated. Most teams that struggle are not lacking in knowledge or competence as much as they are unable to access that knowledge and competence because of dysfunctional behaviours.

A team full of people who are humble, hungry and smart will overcome those dysfunctions quickly and easily, allowing them to get more done in less time and with far fewer distractions.

Actually I’ve come to the conclusion that these three seemingly obvious qualities are to teamwork what speed, strength and coordination are to athletics—they make everything else easier.

Grant: Of the three do you think any is more important than the other?

Yes, undoubtedly for teamwork the most important of these virtues is humility. The ultimate foundation of being a team player is a person being willing and able to put the team’s interests above his or her own. Only a truly humble person can do this effectively.

Grant: Finally Patrick how do managers cultivate these qualities in their teams?

The most reliable way to ensure that teamwork takes hold is to hire only ideal team players. Of course, that is neither possible nor practical, especially considering that most leaders don’t have the luxury of creating their teams from scratch.

But all leaders can certainly do their best to try to recruit, select and hire people who are humble, hungry and smart when an opportunity arises to bring on someone new.

In my book I’ve outlined interview questions and assessment resources that can help managers and leaders mine for the qualities in potential job candidates. By interviewing thoroughly and checking references with an eye towards a candidate’s reputation and behaviour, a manager can hire people with a high degree of confidence that they’ll be good team players.