Monday, July 14, 2025

Who Is the Ideal Team Player?

Three key virtues determine what type of player you are and your effectiveness to the team

By Izzy Huygen, Representative

I RECENTLY FINISHED READING The Ideal Team Player by Patrick Lencioni. The book offers keen insights that are directly applicable to any team situation we find ourselves in, including in our workplaces with coworkers and labour-management settings.

I am a pretty slow reader when it comes to books like this, and yet these are the types of books that I almost always read. I don’t have time for fantasy, right? Although when I do, I can’t put those down and read through them in days instead of months (or years as my kids tease me).

Yes, this book has taken me over three years to finally finish! I’ve probably read it three times with all the backtracking I’ve done when I picked it up again.

It has seen a lot of plane trips, camping excursions, and hotel stays—only to be skipped over for an article on the Toronto Maple Leafs, or something else a little bit more exciting. Nonetheless, I’ve now finished it, and the lessons I gleaned from it for my work and personal life are profound.

My Summary

Throughout the course of the book, I would think of various applications for what I was reading. As a dad of four kids, I’ve coached a lot of ringette and hockey, along with a team of coaches, and the book’s lessons apply to both the coach group and the players.

But mostly, I found it intriguing to apply these lessons to my work as a CLAC representative, both for our members and their teams, the employers and their management teams, and particularly close to home, to my own internal CLAC staff team experience.

Whether we are negotiating contracts, resolving disputes, or strategizing on policy issues, the strength of our collaboration can be an important factor in determining the impact we can make. The Ideal Team Player offers valuable lessons on how we can improve our team dynamics and enhance our collective effectiveness.

Three Key Virtues

Lencioni identifies three key virtues of an ideal team player: humility, hunger, and smarts.

1. Humility – Putting the Team First

One of the most important attributes of an ideal team player is humility. Simply put, this can be a recognition that no one person has all the answers or solutions. It requires putting the needs of the team above personal agendas, being open to feedback, and acknowledging the contributions of others.

Humility enables us to work collaboratively, allowing us to listen actively and learn from each other—internally with coworkers and externally with all our different stakeholders. In high-stakes negotiations or difficult conversations with employers, having team members who approach the table with humility helps ensure that the focus stays on the issue at hand, not individual egos. This creates a more constructive environment for resolving conflicts and finding mutually beneficial solutions.

2. Hunger – Drive and Accountability

Hunger, according to Lencioni, is the desire to do whatever it takes to contribute to the success of the team. At work, hunger manifests as a strong work ethic, initiative, and a drive to go above and beyond to get the job done. For me in my work as a union representative, this means being proactive in researching complex issues, preparing for meetings, and continuously learning to stay ahead of evolving labour laws and regulations.

Hunger also involves taking personal accountability for your roles and responsibilities. For example, a team member who is hungry to contribute will volunteer to take on additional tasks, when necessary, offer creative solutions to challenges, and ensure they follow through on their commitments. Having team members who are driven to deliver results is invaluable in any work environment.

3. People Smarts – Emotional and Interpersonal Intelligence

When the author refers to smarts, he is not talking about intellectual ability but rather emotional intelligence and interpersonal skills. At work, people smarts are crucial for building relationships, managing conflicts, and communicating effectively with all parties involved, whether that’s coworkers, supervisors, management, or legal teams.

Emotional intelligence allows you to read situations, understand different perspectives, and respond in ways that are both strategic and empathetic. Being able to stay calm and composed during tense negotiations, for example, requires a high level of emotional awareness and self-regulation.

Interpersonal skills also help you to foster trust and cooperation within the team. By demonstrating respect, listening actively, and engaging in open dialogue, you can cultivate a culture of respect and collaboration, which enhances your ability to problem-solve.

The Team Dynamic

Lencioni stresses that these three virtues are not standalone traits; they must work together. Humility allows us to put the needs of the team first, hunger drives us to act, and smarts help us navigate interpersonal dynamics and resolve conflicts constructively.

The author goes on to suggest that the ideal team player has sufficient strength in all three attributes. Someone who is strong in two, and lacking in one area, might be salvageable. But a potential employee who shows strength in only one, or none of the three traits, is a red flag and would not make a good team player.

Lencioni uses a Venn diagram in the book to illustrate the seven types of team players in his framework, with the key traits giving rise to a name for the type of person who lacks one or more of the important traits. Following is an overview of the key traits exhibited by each of the seven types.

1. The Bulldozer – Lacking Smarts and Humility

The Bulldozer is highly competent and driven but lacks humility and people skills. They are aggressive, often running over others in pursuit of personal goals. While effective in individual performance, lack of empathy or consideration for others can create tension and hinder collaboration within the team.

2. The Charmer – Lacking Humility and Hunger

The Charmer excels in people skills but lacks hunger and humility. They are sociable, likable, and great at building relationships, but they avoid hard work or taking on responsibility. While contributing positively to the team’s morale, their lack of drive limits their impact on results.

3. The Doormat – Lacking Smarts and Hunger

The Doormat, or Loner, works independently, disengaged from the team. They typically lack both people skills and a strong drive to contribute to the team’s success. Though might be competent in their individual tasks, their isolation can prevent them from fully supporting the team’s goals and creating synergy with others.

4. The Loveable Slacker – Lacking Hunger

The Loveable Slacker is humble and likable but lacks hunger (drive and ambition). They are well-liked and easy to get along with but don’t always pull their weight or put in the effort required for team success. Their good-natured personality can be an asset, but their lack of initiative can hinder the team’s progress.

5. The Accidental Mess-Maker – Lacking Smarts

The Accidental Mess-Maker is competent and driven but lacks smarts (people skills). They may get results, but their interpersonal issues can create dysfunction within the team. Their behaviour can be abrasive, leading to unnecessary conflict, which ultimately impacts the team’s ability to function smoothly.

6. The Skillful Politician – Lacking Humility

The Skillful Politician is people smart and hungry, but they lack humility. They are adept at navigating workplace politics and building alliances, but often at the expense of the team’s best interests. They tend to use their abilities to manipulate situations for personal gain. While they can be charming and persuasive, their lack of humility and focus on self-interest undermine team dynamics and trust.

7. The Ideal Team Player – Smart, Hungry, and Humble

The Ideal Team Player strikes the perfect balance of humility, hunger, and smarts. They are hardworking, collaborative, and genuinely care about the success of the team. They listen to others, engage with respect, and go above and beyond to help the team achieve its goals. They make the team stronger and more effective. These are the people you want on your team, and it’s the kind of team player we should all strive to be.

Putting It All Together – Self-Reflection and Growth

It’s tempting to categorize others based on these traits, but we should also consider where we stand. What strengths do I bring to the table, and where do I need to improve? Where can I complement the team, and where does my weakness need support from someone else’s strength?

In CLAC’s labour relations model, where collaboration is key, recognizing these different types can help you identify where team dynamics may need to shift. Being aware of these traits—both in yourself and in others—and making decisions with this knowledge, helps create more effective, cohesive teams.

I encourage you to read The Ideal Team Player or at least familiarize yourself with these concepts to improve your teamwork, whether in the workplace, on sports teams, or in any other collaborative environment.

Who Is the Ideal Team Player?

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