The 3 essential behaviors I look for in my team members

by Dan Oswald

A few weeks ago, our company held its annual strategic planning session. In a meeting of our executive team, a consultant we work with shared an insight that I want to pass along. What did he say that I found so profound? He told us that successful leaders “make it clear which behaviors are most valued by the organization.”

On its face, that statement may not seem all that earth-shattering. In fact, you may believe that his assertion is just plain ol’ common sense. You’re probably right. But I would counter that all good leadership is really just common sense.

As leaders, we talk a lot about what needs to be done to be successful. We focus on strategy, goals, and time lines. We talk a lot about resources. We focus on making sure the right resources are available to get the job done. As leaders, we talk a lot about people. We focus on skill sets, experience, and attitude. But as leaders, how much do we talk about behaviors?

The simple answer is not enough.

So I ask you, “What behaviors do you value most in the people who work on your team?” Like many questions, it seems very easy to answer—at first. But the longer you consider your answer, the more difficult it becomes. Of course, there are many behaviors that most leaders value. You can probably make a long list of the behaviors you value. But can you narrow your list to the top three behaviors you want to see in your team members? What behaviors do you value most?

That’s a bit tougher because some really good behaviors are going to get tossed on the scrap heap as you try to narrow your list. But the exercise of winnowing your list to a few key behaviors allows you to clearly articulate which ones you really want to see in the people on your team.

Every situation, every organization, every leader is different, so the behaviors they desire are likely to be different as well. I won’t say that what they are doesn’t matter, because it does, but arriving at a list of key behaviors is the first step in defining what you really look for in the people with whom you work. Here are mine:

1. Curiosity. Defined as “the strong desire to know or learn something,” curiosity leads to so many good things. Curious people are more innovative and more entrepreneurial. They challenge current thinking by asking questions. Curious people not only accept change but also actually search for it. And curiosity demonstrates humility—that is, people who are searching, asking, and learning are people who, by the very nature of their curiosity, admit they don’t know everything. They have an open mind about new and different ways of doing things.
2. Collaboration. A person’s willingness and desire to work effectively with others to achieve the group’s objectives is a key behavior to me. I firmly believe so much more can be achieved when smart, talented people work together for a common cause. I want people who not only are able to work well with others but also actually gain energy and passion from interacting with coworkers.
3. Commitment. We can come up with new ideas, wonderful plans, and brilliant strategies, but if every member of your team isn’t committed to seeing things through to fruition, they won’t really matter. Nothing in this world goes exactly as planned. That’s why having a group of people committed to success is critical. With commitment comes passion. With commitment comes dedication. I want people who are willing to commit to an aggressive goal and then pursue it with everything they have. Abraham Lincoln said, “Commitment is what transforms a promise into reality.” I want a team of people who are committed to making our plans a reality.

There you have it, the three behaviors I want in the people I work with every day. And I hope they expect no less from me. You can quibble with my choices. You might have your own list of three that would be a better fit for your team, but I’m confident that if every person on my team is curious, collaborative, and committed, great things will happen!