On Individualism

I was reminded this past weekend of the importance of collaboration while watching the NBA Finals. It was particularly instructive to hear Kobe Bryant's remarks about winning after the final game. He basically said every really good team has a dynamic duo or key group of players, and that no championship can be won on the back of just one player. When I heard this, I thought back to the Kobe who, as a rookie, tried to take it upon himself to win a key playoff game against the Utah Jazz and threw up three airballs. The Lakers season was over after that first-round loss in 1997.

This is not to criticize Kobe; in fact quite the contrary. He showed rare moxie and poise at an incredibly early age and displayed the kind of unrelenting self-confidence and fearlessness that allowed him to take shots most others would not dare even contemplate. But in this most recent season, he seemed to evolve into a much more mature and seasoned leader - which is saying something given his previous remarkable achievements.

Much like Michael Jordan before him, both of these 'best-ever' talents took some time before they finally realized that they would have to make the rest of their team better to achieve greatness. Kobe over the years has come to realize that true glory comes from team championships, not individual accomplishments. And, those championships are won not by a single star, but by a group of team players who rise above the competition with their collective effort.

This got me thinking about the difference between individualism and collectivism and how different cultures approach teamwork and define success. Recently, a co-worker and friend from Asia sent the following in an email to encourage the team (primarily US-based) to support each other through a rough patch when performance was lagging plans:

Fact 1: As each goose flaps its wings, it creates an “uplift” for the birds that follow. By flying in a “V” formation, the whole flock adds 71% greater flying range than if each bird flew alone. Lesson: People who share a common direction and sense of community can get where they are going quicker and easier because they are traveling on the thrust of each other.

Fact 2: When a goose falls out of formation, it suddenly feels the drag and resistance of flying alone. It quickly moves back into formation to take advantage of the lifting power of the bird immediately in front of it. Lesson: If we have as much sense as a goose, we stay in formation with those headed where we want to go. We are willing to accept their help and give our help to others.

Fact 3: When the lead bird tires, it rotates back into the formation to take advantage of the lifting power of the bird immediately in front of it. Lesson: It pays to take turns doing the hard tasks and sharing leadership. As with geese, people are interdependent on each other’s skills, capabilities, and unique arrangements of gifts, talents, or resources.

Fact 4: The geese flying in formation honk to encourage those up front to keep up their speed. Lesson: We need to make sure our honking is encouraging. In groups where there is encouragement, the production is much greater. The power of encouragement (to stand by one’s heart or core values and to encourage the heart and core values of others) is the quality of honking we seek.

Fact 5: When a goose gets sick, wounded, or shot down, two geese drop out of formation and follow it down to help and protect it. They stay with it until it dies or is able to fly again. Then, they launch out with another formation or catch up with the flock. Lesson: If we have as much sense as geese, we will stand by each other in difficult times as well as when we’re strong.

Her email highlighted for me the different approach that our cultures often take when addressing a challenge. I'll never forget the startling and mind-boggling display of teamwork of 2,008 Chinese drummers pounding in unison at the most recent Olympic opening ceremonies:

It struck me that as a culture, we in the US have long canonized the star individual performer, particularly in business, politics, entertainment and sports. We put these people on pedestals often to our own detriment. We seem to forget that none of these people whom we (often falsely) project as an icon of greatness would ever be in that position if not for the collective effort of the people supporting them. The wisest among them realize the fallacy of this and view their 'underlings' as anything but. Like Kobe, they recognize the power of the team and know that leadership is best viewed from the bottom, not the top. And they know that the view from that perspective is far more satisfying.