When I do training sessions with teams, I’m often asked, “What’s the one thing we can do to
become a better team?” My answer is always the same: take responsibility for your own
development.

Many programs that utilize behavioral assessments tend to label people—introvert, extrovert,
data-driven, creative thinker. While these traits are important and relevant, I don’t believe people
should be defined by them. I know many individuals who identify as introverts yet possess
extraordinary interpersonal skills. Should they still be labeled as introverts? In most cases, their
ability to engage and build strong relationships renders the label meaningless to those around
them.

Likewise, having a creative mind doesn’t mean someone can’t also be pragmatic, focused, or
disciplined. I’ve worked with people who score high on reflectivity and creativity, yet they are
also highly competitive, dominant when necessary, and capable of maintaining focus and
structure.

This is why I’m concerned with teams that rely on labels to define how members should interact.
Labels can create artificial limits. Instead of fostering growth, they often reinforce fixed
behaviors. Great teams are built when individuals focus less on what others are and more on how
they themselves can contribute meaningfully.

Individuals should strive to:

Labeling others rarely facilitates those outcomes. What it often does is excuse underperformance
and inhibit growth. It tells people, “This is who I am,” rather than encouraging them to ask,
“How can I get better?”

There are behavioral themes that contribute to team success: kindness, respect, curiosity, a
willingness to understand others’ perspectives, and the ability to communicate effectively using
both data and emotional insight.

People should operate in reality. They should strive to be relevant. And, above all, they should
take responsibility. I often talk about the 4 R’s:

When individuals consistently practice these, they contribute more effectively and elevate the
performance of the team.

Just yesterday, I participated in a meeting where we had to transition a founder of a company out
of an operational role. This individual had been moved from CEO to CSO over a year ago due to
ineffective collaboration and behavior issues. Unfortunately, the problems persisted, and we had
no choice but to shift the person to an advisory role.

Was it the team’s responsibility to adapt to this difficult personality? No. It was the individual’s
responsibility to improve their behavior and contribute to a healthy team dynamic.
You can’t hide behind low social skills, a lack of goodwill, or the inability to compromise. A
quickness to criticize or judge is not a strength—it’s a liability. And no team should be expected
to tolerate that kind of behavior indefinitely.

The way to make a team better is simple: play your position better. This principle echoes John
Wooden’s teachings on leadership and execution. Great players—and great leaders—focus on
their responsibilities in the moment. Whether it's creating space on the basketball court or
delivering a timely pass in soccer, every action contributes to team success.

So why don’t we apply that same rigor in the workplace? Why don’t we intentionally develop
our social skills, our ability to compromise, or our capacity to manage stress under pressure?
We should.

Mastering how we deal with people and situations—especially under stress—is at the core of
high performance. Teams don’t become great because everyone is labeled correctly. They
become great because individuals take ownership of who they are, how they behave, and how
they contribute.

Responsibility is the foundation of great teams. Own it!