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About the Author
Pat is the founder of The Table Group and the author of 11 books which have sold over 5 million copies and been translated into more than 30 languages. The Wall Street Journal called him “one of the most in demand speakers in America.” He has addressed millions of people at conferences and events around the world over the past 15 years. Pat has written
for or been featured in numerous publications including Harvard Business Review, Inc., Fortune, Fast Company, USA Today, The Wall Street Journal and BusinessWeek.
As CEO, Pat spends his time writing books and articles related to leadership and organizational health, speaking to audiences interested in those topics and consulting to CEOs and their teams.
Prior to founding The Table Group, Pat worked at Bain & Company, Oracle Corporation and Sybase. Pat lives in the Bay Area with his wife and four boys.
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About the Book
In his classic, best-selling book, The Five Dysfunctions of a Team, Patrick Lencioni laid out a groundbreaking new approach for attacking the dangerous group behaviors that destroy teamwork. Here, he turns his focus to the individual member of a team, revealing the three
indispensable virtues that make some people better team players than others.
The Ideal Team Player presents a powerful framework and easy-to-use tools for identifying, hiring and developing ideal team players in any kind of organization. Whether you’re a leader striving to create a culture of teamwork, a human resources professional looking to hire real team
players or an employee wanting to make yourself an invaluable team member, this book will prove to be as practical as it is compelling.
BIG IDEA 1 (6:00) – Be humble. Be hungry. Be smart.
These are the virtues of the ideal team member. You need to have all three or you will not be an ideal team member.
Being humble is the lack of excessive ego. Being able to share credit and call out other people’s success. You still believe in your own worth though, you have self-confidence and you what you’re good at. But you can put that little ego aside and celebrate other people’s success.
Having only humility will make you a doormat (or a ‘pawn’) which is not good for anyone.
Being hungry is always looking for more, in a healthy way. Not in a selfish way that disrupts and gets in the way of everyone else but looking for more responsibility, taking on more action and development for the good of the team.
You can’t be just hungry otherwise you’ll be a bulldozer.
Being smart is not the IQ or the technical expertise, but your people smarts. It’s being able to read people’s reactions and being able to understand your impact on others.
Being smart alone is just being a charmer, but there’s not much else going for you.
You need to be humble, hungry and smart to be a good team player and a leader. All of these help implement the five behaviours of a high performing team – developing trust, engaging in healthy conflict, being able to commit, being held accountable and focus on achieving results.
BIG IDEA 2 (8:52) – hire slow.
This is the fundamental of finding the right person for the job and the team. This book gives examples about interview questions and how you can be creative with it. Also doing reference checks and speaking to people to ask more interesting questions of those who have previously worked with that person.
This is about going slow with the interview process so that you can go fast later. It’s going to be less of a culture shock for everyone when you bring the right people in because they were hired in a way that is meaningful, personal and a good fit for what you are looking for.
BIG IDEA 3 (10:37) – Know what you’re looking for.
This is knowing what is humble, hungry and smart look like for you in your organisation. How does this show in your culture? What type of person do you need and how will they show humility, hunger and smarts.
You also have to know what your non-negotiables are. What it is you’re prepared to look over some technical expertise or years of service, in order to get the good person for the role. You can apply this principle not just for hiring but for promotion and designing new roles coming up in the organisation.
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