Table of Contents
The Project That Taught Me About Teams
I thought I was doing everything right. The project assigned to me was completed on time, with quality, and without issues. On paper, it was a success.
But when it was over, something felt off.
There was no recognition, no real connection, no sense of belonging. That’s when it hit me:
“doing great work isn’t the same as being a great teammate.”
The Story
A while ago, I was temporarily assigned to a XY team. Excited at first, I walked in with a simple mindset: “This is just a side assignment. I’ll finish my tasks and then return to my real team.”
What I didn’t realize was that this approach would cost me something more important than efficiency.
Yes, I delivered my work on time. But I stayed at my desk, kept my head down, and worked in isolation. I didn’t sit with that team, join their discussions, or tag along for their casual hangouts.
And it’s not like I don’t collaborate. With my permanent team—the one I felt comfortable with—I joined every discussion, cracked jokes, and shared ideas.
But with the XY team, I held back. I stayed in my bubble.
That’s when I realized the real culprit wasn’t lack of effort. It was comfort.
Because I didn’t feel at ease with them, I missed the chance to learn, connect, and grow.
The Missed Opportunity
Looking back, I see it clearly now:
- I did the work, but not the teamwork.
- I earned completion, but not recognition.
- I gained experience, but not relationships.
The irony? I thought I was being productive, but really, I was isolating myself from the most valuable part of the assignment: the people.
Now, some might argue: “Dude, we don’t go to work to make friends. We go to work to get the job done.”
And that’s completely true. But here’s what I’ve learned: good connections often give you an edge — sometimes subtle, sometimes obvious.
They open doors, create trust, and amplify your work in ways that pure output never can.
Think about it:
- When a deadline gets tough, it’s the teammates who trust you that step up to help.
- When new opportunities appear, it’s often someone in your network who recommends your name.
- Even in review cycles, having colleagues who’ve seen you contribute beyond your task can shape how your work is perceived.
These aren’t about favoritism. They’re about visibility, trust, and the small acts of support that make a big difference over time.
The Lesson
If I could do it again, here’s how I’d show up:
-
Adopt a team-first mindset. Even if it’s temporary, treat every team as your own. That mindset changes how you show up.
-
Be present where collaboration happens. Sit with them. Join the messy, everyday conversations. That’s where learning and trust are built.
-
Invest in relationships, not just tasks. A coffee, a quick chat, a question about how they work—it creates bonds that outlast the project.
-
Own the project, not just your task. My mistake was treating my assignment as a box to tick. I thought, “My part is done, now the rest is on them.” But real impact comes from caring about the bigger picture—helping the whole team succeed, not just yourself.
Closing Reflection
The truth is, people don’t just remember what you did. They remember how you showed up.
The next time I joined a new team—even for a short assignment—I chose differently. I sat with them, asked questions, joined their coffee breaks.
The result? I not only finished the work, but also left with recognition, new skills, and teammates I still keep in touch with.
Now my reminders are simple:
- “This is my team, too.”
- “I own the project, not just my task.”
And the difference that mindset makes? Every. Single. Time.
