During the pandemic, we have all been sorely tested—not just leaders, or teams, but all of us, as individuals. We have been forced to question what work means, our roles and the systems we have taken for granted since we entered the world of work. Looking back to my own education, in high school and college, I was definitely taught, in general, that to be part of a team meant to subjugate self; to be sure that the team trumps the individual. The old adage ”There’s no ‘I’ in team,” that leadership guru, Peter Drucker articulates above, seems mostly to remain tried, tested and true. We have certainly read, and SmarterWisdom has written, that the team must take precedence, and paying attention to both the formation, and the nurturing of the team is vital to success. Is that really the case? Or has the pandemic and our changed ways of living and working perhaps pretty much upended much of our thinking about the concept of team?

Both the author Daniel Goleman and Harvard psychologist, Howard Gardner have written a good deal about “good work.” Expressing not only the need for basic competence and effectiveness at what you do, but also the alignment to mission and ethical values. (New York Times, 2008) Without these characteristics, Goleman argues “it does not make the cut for good work.” I want to develop and deepen the definition of “good work” even further by considering additional models for mutual partnerships. I have always found ways to love my work; and I have always worked with colleagues who do too. I know that this is a luxury. Finding the time to reflect about how you find joy in your work brings you to a level of wisdom and self-awareness that cannot fail to propel you forward and influence those around you to engage in good work together. In short, it can make work truly worthwhile—for you personally and, perhaps, for the greater good.

Obviously most working teams or committees are composed of extroverts and introverts—I would argue you need that combination to make problem-solving and the generation of ideas successful. In typical meetings, extroverts will often find it easier to contribute, to speak up, and process their thinking out loud; this approach is not in the wheelhouse of more introverted team members. With more on-line video meetings as part of the normal workday, there is significant pressure and need for leaders to step forward and manage team interactions, in order to ensure that each member is fully functioning in the interest of the success of the organization. Deliberately employing explicit structures and guidelines, that employees become used to over time, will set the stage for better productivity and involvement.

Elizabeth is a principal with a health economics consulting firm based primarily in the northeastern part of the United States. Her current work involves leadership and project management, drawing on quantitative and qualitative research, and managing clients. When she was hired by her current employer two years ago, it was made clear that her primary base of work would be her home. During the recent months of lockdown and work-from-home, Elizabeth’s level of comfort and success, while WFH, have made me think about, not only what mindset and skillset it takes to make this shift, but also other lifestyle improvements that the shift enables.