Once I worked with a group of successful leaders.
One of these leaders had an unusually strong talent for structuring organizations and building teams.
At least, as long as he was in charge.
However, when he was part of—but not the leader of—a team, he began to demonstrate splitting behaviors, pitting other team members against each other. He became uncooperative. He was reluctant to acknowledge the contributions of others.
Moreover, he was oblivious to the fact that his ability to build a strong team wasn’t translating to his ability to be a strong member of a team.
When asked, he would point to his success as a team leader as indicative of his success as a team member.
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