Teamwork has been redefined

We’re living in a time when team loyalty and hard work are being reexamined — and, in many ways, redefined.

With individualism at an all-time high, managers are being asked to inspire genuine collaboration in environments that prize autonomy, flexibility, and personal well-being. Newer generations value work-life balance, mental health, and meaningful, passion-driven careers. These values offer important and overdue corrections to past workplace extremes.

At the same time, many teams struggle with communication, staying present through discomfort, and sustaining effort when progress is slow or unclear. Speaking directly and kindly, navigating tension, and investing in work without immediate reward have become increasingly difficult.

Are teams doomed? Not at all.

Today’s workforce brings creativity, energy, and a desire for purpose that many organizations have long needed. What’s missing is not motivation — it’s guidance. Practical, grounded leadership that helps people translate values into durable ways of working together.

So where do we start?

We start with self-awareness.

To lead others well, we must first know ourselves. And ironically, in a culture that celebrates the self, many people have never been taught how to understand who they are under pressure — not just who they aspire to be.

When identity is shaky, purpose often is too. In moments of difficulty, it becomes easier to disengage than to grow. But leaders who operate from self-awareness create something different. They model steadiness, curiosity, and accountability — and invite others to do the same.

From that foundation, a different kind of team becomes possible:

• One that can stay present through challenge

• One that values individual strengths without losing cohesion

• One that knows how to weather storms and grow through them

Strong teams aren’t built by demanding loyalty or grit. They’re built by leaders who understand themselves well enough to lead others with clarity and consistency.

Sometimes, the work begins with one honest conversation.

Leading teams in the age of individualism

Today, individualism is often prioritized above being a team player. Managers are scrambling to spark real collaboration in this new landscape.

Younger generations place high value on work-life balance, mental health, fluid identity, and passion-driven careers. These values offer important corrections to past extremes. However, their shadow side can display itself in poor communication, discomfort with challenges, or a lack of grit when things get tough.

Teams today struggle to speak directly and kindly, stay present through tension, and innovate without immediate reward.

Are we doomed? Not at all.

These emerging generations bring the inspiration, values, and boldness many workplaces have long been craving. What’s needed is guidance—insightful, practical, and rooted in something deeper.

So where do we start?

We start with self-awareness.
To lead others well, we must first know ourselves.

Ironically, in a time when “self” is exalted, few people deeply know who they are. Many know the version of themselves they want to project—but not the version that holds steady under pressure. And when identity is unstable, so is purpose. When things get hard, it’s easier to jump ship than to grow roots.

A manager who leads from self-awareness creates space for others to do the same. And from there, a different kind of team becomes possible:
One that knows how to weather storms.
One where individuals are celebrated for their uniqueness and can work from a place of strength.

Start by asking yourself: Where do I need to grow in self-awareness—and how can I model that for my team?