Individual and team success are definitely intertwined. As an individual you can hit your number, but if it’s to the detriment and expense of other people, this isn't OK.
Celebrating individual and collective success is critical. An important trait within highly performant teams is the ability of colleagues to truly celebrate with their peers in times of success, even if they themselves aren't experiencing individual success. If you aren’t focused on building a high-performance team, the following scenario is pretty common and inevitable. As individuals join an organization with the best intentions, a huge amount of energy, and the desire to give so much to the company, they may work very hard and do well, but don’t quite make their goals. Or they narrowly lose the top spot to other colleagues who are successful, but take shortcuts that will affect the customer in the long run, exclude core team members from the sales cycle, or even close deals not strictly within their territory.
After seeing this type of behavior, the energy of the new employees begins to fade and they consider engaging in the same “bad behavior” as their co-workers. After all, it appears to be quicker and easier and doesn't seem to have an impact on those individuals’ career progressions. Here’s where you begin to lose the goodwill, focus, and collaboration so important to your team’s success. Don’t reward bad behavior. Instead, ensure that performance is not just rated on metrics. It’s not just what you do; it’s how you do it.
I’ve had to place “high-performing” employees on coaching plans because their actions were disruptive to our customers, the business, or the team. By coaching and supporting an employee to use better tactics, the entire team can be more successful. At the end of the day, we all want to look and see a top team that’s changing the game, and then say, “This is what success looks like.”