What makes you an asset to the team? How do you know? How does your leader know?
Does your leader know?

Friend Mark came with me to Ethos last weekend for the last conditioning workout of the block. We pulled the skiers and rowers side by side for 200-300m or 90 seconds, whichever came first, among other movements. No matter how fast I pulled, he still finished at least twenty to thirty seconds before me. Pushing the 215# sleds down and back on the turf, you’d think his weighed almost nothing the way he zipped along, compared to my Sisyphian effort. But I didn’t feel too bad about myself. I’m 5’2″ and 145#; he’s got at least a foot and 60# on me, I’m sure. I marveled briefly at our juxtaposition and just reveled in the fun of having my friend with me in one of my favorite places.

Today, back on the skier and rower, I thought again about our physical differential while pulling, varying my method between leading with legs, back, and arms. I wondered if I’d be an asset or a liability on a rowing team? Is it generally advantageous for rowers to be tall, so they get more distance per pull from their longer lever arms and leg extensions? Could I ever find a rowing method that could compensate for my much shorter limbs? Does my lower body mass give the team any advantage, and if so would it make up for the limb length deficit? How could I maximize my power to contribute? What are the ideal physics of a heterogeneous crew habitus? How could this team win consistently?

It all got me thinking about leadership, naturally.

How do we all contribute from our strengths? How do our leaders identify our strengths and amplify them, then place us in positions of complement and synergy for the good of all?

This requires more attention, thought, intent, creativity, and work than most leaders consider to be their jobs, no? It requires relationship. I must know you to find your true strengths; I must know the whole team to see how we all fit together, where we grind and where we glide. When I do this, you are much more likely to feel seen and valued. I can enlist each person to identify not just their own strengths but one another’s. Proactively synergizing our respective gifts can bond the team in mutual respect and collaboration. My effort, then, is worth the rewards in loyalty and willingness to sacrifice, because we all feel in it together.

Leaders who are willing to do this cultivate cohesive teams who can withstand adversity with confidence and grit. We can call on one another’s superpowers with humility and collegiality, knowing we shine brightest when we all shine together, rather than always trying to outshine one another.

Honesty and transparency stand out as core values here. If I really wanted to row and understood why that would not serve my team, if I were told kindly how I could contribute meaningfully in other ways that also align with my strengths, I’d be much more willing to pivot and still participate fully. That would require my team leader to take time and energy to communicate clearly and completely. I think this is not too much to ask. We should expect it, train it, and hold leaders accountable for it with specific, relevant, and regular feedback.

If the default assumption is that everyone has a worthwhile contribution to make regardless of limb length, body mass or other attribute, and leaders actively help team members identify and amplify their strengths, then that contribution will manifest from each and all of us fully and for the greatest good.
What a wonderful exercise on possibility, no?