When I was young, I gravitated to individual sports like tennis, swimming, gymnastics, track and field. I was more comfortable competing on my own, partly because I was afraid of being on a team. What if I made a mistake? It would impact everyone, and I would feel responsible. That was a lot of stress.   

But when I joined the Coast Guard, I learned how to become part of a team, and that success is all about the team. On a ship, for instance, each person has a role. But no matter how important or insignificant the role, it takes the entire crew to get a ship underway and accomplish the mission. Motivated people should want to be part of a high-performing team. But it’s not easy. In this blog we’ll consider what it takes to join a high-performing team. Next time we’ll talk about leading a high-performing team.   

A High-Performing Team  

I spent eight of the ten first years of my Coast Guard career as a cutterman afloat on ships at sea. The ships ranged in size from 140 feet to 400 feet with missions including icebreaking, law enforcement, search and rescue and more. It was on those ships that I learned about teamwork. After commanding a small icebreaker on the Great Lakes, I went ashore to study for my full-time Master of Business Administration (MBA) from the Kellogg School of Business at Northwestern University. I was then assigned a “payback” tour of duty in the office of Program Review at Coast Guard Headquarters in Washington, DC.   

The office of Program Review was perhaps the most prominent, highest visibility staff in the Coast Guard. It was a small, elite, high performing (and highly overworked) staff of about a dozen officers. It was a bit intimidating to be heading to the big city for my first staff assignment after all that time at sea. Uncomfortable as it was in the beginning, the experience served as a major growth point in my career that helped me continue to develop the self-confidence I needed to become a productive member of a high-performing team.   

My assignment was to review all the Coast Guard major systems acquisitions—like ships and aircraft—along with programming the budget for those acquisitions. It was a multi-billion-dollar account and a huge responsibility. I couldn’t do it alone: I needed to find my place on the team. In the process I learned two requirements for joining a high-performing team:  

• Overcome Imposter Syndrome; and 

• Find where you can add unique value 

Imposter Syndrome  

My peers were all brilliant officers, and despite being a newly minted MBA, I just knew I was not as smart. We didn’t have the term, “imposter syndrome” in those days, but it would have suited me well. I sure felt out of place among all those high performers, who had been there for some months or even years. I was the newbee. I was absolutely overwhelmed in the beginning. Just finding my way around the massive building was challenging! I felt behind from the start and wondered if I’d ever catch up. But my teammates leaned in to help me. One of them taught me how to use the spreadsheet program that was necessary to do my job.   

Another colleague, who was senior to me in rank and who had been in the office for a couple of years, took me aside and told me something I’d never forget and that I would pass along to people I mentored in years to come. He assured me, “Your symptoms are normal” and that I’d be up to speed in no time. I just had to be patient, persevere, and believe in myself. And he finished by saying he believed in me. I walked away inspired and hopeful!   

He was right. To help solve my knowledge gap, I’d start each day with a cup of coffee and a walk around the building to meet with the senior leaders who managed major systems acquisitions. They helped me learn. In turn, I was honest with them about the priority and resourcing of their programs. I learned a lesson: Asking for help is a superpower – it shows humility and builds trust. Don’t be afraid to ask questions and ask for help.   

Adding Unique Value  

Another tactic I employed to earn my place on the team was to make myself as useful as possible and to find a way to add unique value. I spent a lot of time out and about in the program offices and listened attentively. I’d come back to the office and tell my colleagues I had “the scoop” on something that would be useful for us all to know. Knowledge is power, and I always shared what I knew so everyone could benefit. When I was bestowed with the nickname “scoop,” I knew I’d earned my way onto the team!  

Throughout my career, I often doubted my worthiness. I was never the fastest, strongest, or smartest (and most of us aren’t). But to compensate I’d find a way to add value to fill a gap or provide a benefit. My core values of honesty and humility, hard work and perseverance served me well in joining a high-performing team.  

Look in the mirror: What unique value could you add to your team?  

Please join me again next time for more on Leading with Character.  

If you enjoyed this post, please visit my website where you can buy my book, Breaking Ice & Breaking Glass: Leading in Uncharted Waters, and sign up for my mailing list: https://sandrastosz.com/book/breaking-ice-and-breaking-glass/