In a series of posts we are going to explore The Ideal Team Player model. Today we are looking at the virtue of Hunger.

For those organisations that are deeply committed to embedding teamwork into the fabric of their culture, it becomes clear that the right people are not just those who excel in their roles but are those who share three fundamental virtues: humility, hunger, and people smarts.

These virtues are chosen deliberately, with the term 'virtue' itself being a thoughtful selection. The word 'virtue' not only denotes quality and asset but also carries with it connotations of integrity and moral excellence. Of these virtues, humility stands out as paramount, embodying the essence of virtue in its truest form. Meanwhile, hunger and people smarts, though primarily categorised as qualities or assets, are integral in their own right, making the collective terminology of 'virtue' the most fitting descriptor. This concept, while simple in theory, is revolutionary in its application, offering a blueprint for building and sustaining a team that is not just competent, but harmoniously aligned with the company's vision and values. By focusing on these virtues, organisations can ensure that they are not just filling positions, but are strategically placing the right individuals in the right seats—those who will drive the company forward with their skills, dedication, and moral compass.

How it all started

The Author and Creator of The Ideal Team Player

For more than twenty-five years, Patrick Lencioni has been working with teams to help them become more cohesive, effective and successful. In 1997, he founded the Table Group, a firm dedicated to making organisations healthier and work more dignifying. He has written 13 best-selling business books on the topics of teamwork, leadership and culture (including The Five Dysfunctions of a Team, The Advantage, and The Ideal Team Player).

When Pat started his consulting firm he established the core values of humble, hungry and smart. These principles had guided him well in his previous roles so it was natural to establish these for his new company. Often, clients would inquire about the values of The Table Group and once revealed, these core values and hiring criteria resonated strongly and regularly. They determined that these words (humble, hungry and smart) weren't necessarily core values, instead, they were critical hiring and developmental criteria for any organisation that valued teamwork. From here the model was born.

The Inside Track has completed Certification Training offered through the Table Group and as such, has been equipped with the tools and resources to help leverage the various models with individuals, teams and organisations.

About the Virtues

The virtues of being humble, hungry, and smart are indeed self-evident; their importance is clear and universally acknowledged. Examining each virtue individually, one might hesitate to claim them as groundbreaking discoveries. However, the true power and uniqueness of these attributes lie not in their singularity but in their collective synergy. The absence of even one can disrupt team dynamics, making effective collaboration challenging, if not impossible. With this understanding, it's an opportune moment to delve into the development of the ideal team player model, where the interplay of humility, drive, and intelligence is not just preferred but essential for team success.

The Virtue of Hunger

Individuals with a strong appetite for success tend to continuously seek out new challenges, knowledge, and responsibilities. Such individuals typically do not require external motivation from managerial staff due to their inherent self-motivation and diligence. They are consistently focused on future goals and opportunities, with a strong aversion to being perceived as unproductive or lacking in ambition.

Individuals with a high level of self-motivation and diligence, often referred to as hungry people, do not also require encouragement from management to enhance their productivity. Their intrinsic motivation is a valuable asset to any team.

However, it's critical to acknowledge that not all forms of hunger contribute positively to a team's dynamics.

This drive can manifest selfishly in certain instances, prioritising personal gain over collective success. Moreover, an excessive focus on work can lead to an unhealthy imbalance, where an individual's identity and life are overwhelmingly defined by their professional commitments.

In discussing hunger, we refer to a positive attribute: a healthy, manageable, and sustainable drive to excel in one's duties, going beyond the call of duty when necessary. It's rare for team leaders to overlook an absence of this kind of hunger in their team members, as individuals lacking drive and passion often become evident, presenting clear challenges within the team dynamics.

Unfortunately, it's not uncommon for leaders to inadvertently select such individuals during the hiring process. Many applicants can convincingly feign this drive in the context of an interview, leading to situations where leaders find themselves dedicating significant effort towards motivating, penalising, or even removing these individuals once their true nature becomes apparent.