The Transformative Power of Not Being a Team Player
We know the merit of being a team player. And yet, what if we pause for a moment and consider the transformative power of not being a team player. Both influence organizational culture.
In conversation with a manager and team leader in a large company undergoing a reorganization of workflow and customer service, she expressed frustration at the dismissiveness of other managers and higher-ups when she presented both potential issues and their possible solutions for the reorganization plan. Decisions had already been made and receptivity to concerns was low. She was accused of not being a team player and the meeting continued. Later, in her performance review, the moniker not being a team player resurfaced. With it came feelings of frustration, being dismissed, unvalued for her experience and expertise.
What if she had agreed with them? What if she had said, “You’re right. I’m not a team player. If being a team player means agreeing to a plan that may have some issue that has not been fully vetted, then no, I do not want to be on that team. I am not a team player if it means keeping systems in place that are oppressive or short-sighted, or are unwilling to consider the voice, insight and experience of a seasoned team leader and manager.”
What if there were more people who were comfortable with not being a team player and more people who were willing and open to listening to their insight, contributions and ideas? What would things look like if there was a shift in business as usual, value in all voices, especially the voices that do not sound like everyone else's? Might we imagine greater success, smoother operations, more creative solutions and ideas and might that have a net positive on the bottom line?
In this example, team seems to be a company value. The accusation of “not being a team player” itself suggests a lack of team, for those who hurled it are excluding one of their members. Here, the appearance of a team seems more important than the substance of one. To be in integrity, organizational culture must not only align with its values, but also have a clear understanding of those values.
Energetic intelligence supports developing a culture where those around the table are grounded and present, able to see from a wider perspective and with neutrality that encourages more collaborative, creative solutions leading to greater success for all. At 4th Wheel Flow, we are here to collaborate with your teams and guide the development of Energetic Intelligence.
