The Value of Values

During my career as a sales people leader, I have observed various human behaviours in my teams with a huge contradiction between high individualism and willingness to belong to a team. Something that for a manager is hard to handle.

But the contradiction I've observed, over the last two decades, between high individualism and a willingness to belong to a team, with various generations of sales professionals, seems to be a common phenomenon in the realm of human behavior and group dynamics. This apparent antagonism can be explained through various psychological and sociological factors.

Personality Differences: People naturally have varying degrees of individualism and collectivism in their personalities. Some individuals might have a strong sense of self and prefer to work independently, emphasizing personal achievements and recognition. On the other hand, some individuals might value cooperation, group cohesion, and shared success more, leading them to be more team-oriented.

Motivational Drivers: Individualistic individuals might be driven by personal goals, self-reliance, and a desire for autonomy. They find fulfillment in achieving personal success and recognition. Conversely, those who lean towards collectivism might be motivated by the sense of belonging, camaraderie, and the shared mission of the team.

Cultural and Societal Influences: Cultural backgrounds and societal norms can significantly influence the balance between individualism and collectivism. In cultures that emphasize independence and personal achievement, individualism may be more pronounced. In contrast, cultures that prioritize group harmony and cooperation may foster a stronger sense of belonging to a team.

Perceived Risk and Reward: Individualistic individuals may view working in a team as a potential risk to their autonomy or fear that their contributions might be overshadowed. On the other hand, those with a collectivist orientation may perceive the rewards of teamwork, such as support, shared responsibility, and shared success, as more appealing.

Leadership and Organizational Culture: The leadership style and the culture within an organization can play a significant role in shaping employees' attitudes towards individualism and teamwork. A leader who values and rewards individual achievements above all else may inadvertently discourage teamwork. Conversely, a leader who promotes collaboration and recognizes the value of the team's efforts can encourage a stronger sense of belonging.

Task Complexity: The nature of the tasks and projects individuals work on can influence their preference for individual work or teamwork. Some tasks may require specialized skills and individual expertise, leading to a more individualistic approach. Conversely, complex projects might necessitate pooling diverse skills and perspectives, fostering teamwork.

Competition: In a competitive environment where individual performance is directly linked to rewards, individuals may prioritize their own success over collective achievements. This can create a tension between the desire for personal recognition and the willingness to work collaboratively.

Communication and Conflict Resolution: Miscommunication or conflicts within a team can exacerbate the tension between individualism and teamwork. A lack of effective communication or unresolved conflicts may lead individuals to retreat to individualistic tendencies to protect their interests.

It's essential to recognise that the balance between individualism and teamwork can be dynamic and may vary depending on the situation and context. As a salespeople leader, through my different experiences, understanding these dynamics and finding ways to harness both individual strengths and the power of teamwork led to the creation of a more harmonious and productive work environment.

But this doesn't come without frictions !

Encouraging open communication, recognizing individual achievements within the team context, and fostering a positive organizational culture, while pointing through dynamic feedback potential individual improvements, can help bridge the gap between individualism and the desire to belong to a team.

The cement: Values

What I have learned is that in all teams at the end, whatever the sociological, psychological and sociological factors, having common values shared for a common goal is what makes the cement of belonging. Creating great factors for success.

Like many, I have been inspired by John Wooden " One of the most revered coaches in the history of sports" with its unique way to foster the living of key values . Or, more recently, in the book Legacy , written by James Kerr , on the leadership of the All Blacks with some key learnings of what is success made of.

First and foremost, as a leader I have to bring with me values I believe in strongly, share them, ask the team for theirs and repeatedly show how, in the day to day, these values can be lived collectively.

Having common values shared among team members and working towards a common goal is indeed a powerful cement that fosters a sense of belonging and creates a strong foundation for success. When a team aligns on shared values and a common purpose, several positive outcomes can emerge:

1. Unity and Cohesion: Common values and a shared goal provide a unifying force that brings team members together. It helps to bridge individual differences and encourages a sense of camaraderie and mutual support, leading to greater team cohesion.
2. Motivation and Commitment: When individuals see that their personal values are aligned with the team's values and purpose, they are more motivated to contribute their best efforts. The shared sense of purpose creates a greater commitment to achieving the team's objectives.
3. Collaboration and Communication: Shared values facilitate effective communication and collaboration. Team members are more likely to understand each other's perspectives, resolve conflicts constructively, and work together harmoniously.
4. Resilience and Adaptability: Teams with shared values and common goals tend to be more resilient in the face of challenges. They can adapt and overcome obstacles together, as the collective purpose motivates them to persevere.
5. Trust and Psychological Safety: When team members share values, there is a higher level of trust and psychological safety within the team. Individuals feel comfortable expressing their ideas, taking risks, and being vulnerable, knowing that their team supports and values their contributions.
6. Higher Performance and Productivity: A cohesive team that shares values and a common goal can achieve higher levels of performance and productivity. The synergy among team members, combined with their motivation, leads to better outcomes.
7. Employee Satisfaction and Retention: Teams with a strong sense of shared purpose and values tend to have higher employee satisfaction. When people feel connected to the team's mission, they are more likely to stay engaged and committed to the organization.

As a salespeople leader or any team leader, nurturing and promoting shared values and a common goal should be a central focus. You can achieve this by:

• Articulating a Clear Vision: Clearly communicate the team's vision and goals, ensuring that they resonate with the values of team members.
• Fostering Open Communication: Encourage open dialogue and active listening to understand team members' perspectives and incorporate their ideas.
• Recognizing and Rewarding Team Efforts: Acknowledge and celebrate team achievements to reinforce the value of collective success.
• Leading by Example: Demonstrate the team's shared values in your actions and decision-making to inspire others to do the same.
• Providing Growth Opportunities: Offer opportunities for skill development and personal growth that align with the team's purpose.

By emphasizing common values and a shared goal, you can create an environment where individuals feel connected, engaged, and driven to achieve collective success, leading to a highly effective and motivated team. Here are some key values I regularly emphasise to the team that are particularly well-suited for building a motivated and successful team:

1. Respect: Instilling a culture of respect within the team is essential. Respect for one another's ideas, opinions, and contributions fosters a positive and inclusive environment where everyone feels valued and heard.
2. Trust: Trust is the foundation of strong team dynamics. Leaders should demonstrate trust in their team members' abilities and decisions, and team members should trust each other to do their best work.
3. Communication: Open and honest communication is crucial for a connected and engaged team. Encourage regular, transparent, and constructive communication among team members to foster understanding and collaboration.
4. Accountability: Promote a sense of individual and collective accountability within the team. Everyone should take responsibility for their actions and commitments, knowing that their contributions directly impact the team's success.
5. Continuous Improvement: Emphasize a growth mindset and a commitment to continuous improvement. Encourage team members to learn from mistakes, seek feedback, and strive to enhance their skills and performance.
6. Shared Purpose: Align the team around a clear and meaningful purpose. When team members understand the collective goal and how their individual efforts contribute to it, they are more motivated to work together.
7. Empathy and Support: Cultivate empathy and a supportive environment. Encourage team members to understand and support one another through challenges, fostering a sense of camaraderie and psychological safety.
8. Innovation and Creativity: Foster a culture of innovation and creativity. Encourage team members to think outside the box and share ideas to drive the team forward.
9. Recognition and Celebration: Recognize and celebrate individual and team achievements. Acknowledging successes reinforces positive behavior and boosts team morale.
10. Inclusivity and Diversity: Value inclusivity and diversity within the team. Embrace different perspectives and experiences, as diverse teams often lead to more innovative solutions.
11. Work-Life Balance: Prioritize work-life balance and well-being. A team that feels supported in their personal lives is more likely to be engaged and productive at work.
12. Lead by Example: As a leader, embody the values you wish to see in your team. Lead by example, demonstrating the behaviors and attitudes you want to instill in your team members.

By incorporating these values into the team's culture and daily practices, you can create an environment where individuals feel connected to each other and a shared purpose, engaged in their work, and driven to achieve collective success. This, in turn, leads to a highly effective and motivated team that can overcome challenges and reach its full potential. And one thing should always be top of mind is the legacy that you will leave behind yourself once gone to something else !

The legacy one will leave behind is an important consideration for any professional, as it can have a profound impact on their career and the people they have influenced.

Here are some reasons I found why reflecting on one's legacy is valuable:

Contemplating the legacy allows professionals to consider the long-term impact of their actions and decisions. It encourages them to make choices that positively influence their field, organization, or community, leaving a lasting and meaningful contribution. Think of Long-Term Impact.

As professionals ponder the legacy they want to create, it can serve as a driving force for achieving excellence. Striving for greatness and leaving a positive mark on their industry or field becomes a motivating factor in their daily work. Think of Motivation for Excellence

Considering one's legacy prompts professionals to align their actions with their values and ethics. Making principled decisions ensures that their legacy reflects integrity and sincerity. Think Values and Ethics

Those who contemplate their legacy are often more inclined to become effective leaders and mentors. They recognize the importance of guiding and developing others, passing on their knowledge and expertise. Think Leadership and Mentorship

A well-thought-out legacy can inspire others to follow in the same footsteps. It becomes a source of motivation for aspiring professionals who may look up to them as role models. Think Inspiration for Others

Having a clear vision of the legacy they wish to leave can bring a sense of purpose and fulfillment to a professional's career. Knowing that their work has made a positive difference can be immensely gratifying. Think Personal Fulfillment:

A thoughtful legacy can positively impact a professional's reputation. People tend to remember and respect those who have left a positive mark on their field. Think Professional Reputation

In leadership roles, considering one's legacy helps shape the organization's culture and values. It can inspire a shared sense of purpose among team members and encourage a collective commitment to excellence. Think Organizational Culture

For leaders, reflecting on their legacy is essential for effective succession planning. Preparing the next generation of leaders ensures a smooth transition and the continuity of the organization's values. Think Succession Planning

Thinking about the legacy can help professionals prioritize what truly matters to them. It allows them to focus on the most significant contributions they want to make, guiding their decisions and actions accordingly. Think Adapting Priorities

Considering one's legacy doesn't mean solely focusing on personal achievements but also thinking about the broader impact and the difference they can make in the lives of others. By being mindful of their legacy, professionals can leave behind a positive and enduring imprint on their field, organization, and the people they have touched throughout their career.