The Value of Team and Individual Performance

Introduction

Success in today’s workplace depends on the intricate balance of team and individual performance. Organizations striving for innovation recognize the importance of empowering individuals while fostering effective teamwork. Drawing on the insights of legendary quality management thinker W. Edwards Deming, this post examines motivational factors, the impact of self-interest, and the most effective actions to foster sustained engagement.

The Value of Team and Individual Performance

In my youth, I was a big fan of American football. I played in many formats from the time I was 10 years old, through my late 20s and early 30s. I typically played as a receiver. If the quarterback cannot throw the ball accurately, or the offensive line cannot keep the opposition defense away from the quarterback long enough for them to throw, the end of the play will likely be unsuccessful. Similarly, if I could not get open or could not catch the thrown ball, it would be another failure. Individual performance matters. Attention to one’s craft, individually, matters.

The Importance of Both

Organizations excel when both team and individual performance are prioritized. High-performing teams capitalize on the unique strengths of each member, combining their skills and knowledge to achieve shared goals. At the same time, recognizing and rewarding individual achievements nurtures accountability and innovation, which in turn contribute to team success.

Deming’s Perspective

W. Edwards Deming, renowned for his work in quality management, argued that excessive focus on individual ranking undermines system improvement. He advocated for reducing competition within organizations, stating:

“A bad system will beat a good person every time.”

Deming believed that driving systemic enhancements while supporting personal growth yields lasting results. Leaders embracing Deming’s philosophy create environments where team and individual performance are naturally synergistic.

Motivating Factors and the Power of Self-Interest

We need the entire team to be invested in the outcome. Several large organizations at which I have worked have offered continuous education, which also includes advanced degree programs. I know this is anecdotal, but I found it odd that most employees didn’t take advantage of the perks of being an employee. I am trying not to suggest that some employees are more into their careers and the company than others.

I am a reader, and I came across “Team of Rivals: The Political Genius of Abraham Lincoln” by Doris Kearns Goodwin. The story below illustrates Lincoln’s understanding of human motivation, as exemplified by Salmon P. Chase, his Treasury Secretary, who harbored presidential aspirations.

“My brother and I were once ploughing corn… The horse was lazy; but on one occasion he rushed across the field so that I… could scarcely keep pace with him. At the end, I found an enormous chin‑fly fastened upon him, and knocked him off. My brother asked what I did that for. I told him I didn’t want the old horse bitten in that way. ‘Why,’ said my brother, ‘that’s all that made him go.’ Now,” said Lincoln, “if Mr. Chase has a Presidential chin‑fly biting him, I’m not going to knock him off, if it will only make his department go.”

Perhaps you have worked at companies where everyone was valued equally via merit increases. Consider this: you put a team together to solve a $10 million quality problem; you are essentially the same as the person who has done nothing tangible like this. This is one of the reasons why I think people resist the idea of socialism. We are not all equally motivated. We are not all similarly engaged with our self-development and career. There is great power in the team, provided we get the correct personalities, engagement, and a suitable operating space.

There is a saying about reputations, “It takes a thousand ‘attaboys’ to build a reputation, and one ‘oh crap’ to ruin it.” There is a corollary to this for team building. A thousand positive actions taken regarding trust, integrity, credibility, and consistent effort in creating a team can be eroded by a single “oh crap” moment—a significant failure, betrayal of trust, unprofessional behavior, or ethical lapse—can shatter that foundation, especially if it contradicts the team’s shared values or expectations.

What Drives Engagement?

Motivation in the workplace often springs from self-interest—individuals seek recognition, growth, meaningful work, and fair rewards. When organizations align personal and team goals, both individuals and teams flourish.

Key drivers include:

Autonomy in daily tasks
Opportunities for continued learning
Purpose and meaning in contributions
Transparent, fair evaluation and rewards
Precise alignment of individual roles with team objectives

Healthy Self-Interest

While self-interest can spur ambition and innovation, unchecked rivalry may damage collaboration. Innovative leaders steer their self-interest toward shared success by clarifying how personal achievement benefits the greater good.

Actions to Ensure Engagement

Practical Steps

To boost team and individual performance and foster engagement, organizations should:

Set explicit goals at both the team and individual levels to ensure cohesion.
Provide regular feedback that is positive, constructive, and actionable.
Facilitate continuous learning through training, mentoring, and upskilling.
Celebrate group and individual milestones to validate everyone’s contributions.
Encourage open communication to resolve conflicts and share diverse ideas.
Reward collaboration as much as individual excellence to reinforce shared values.
Empower employees with autonomy and trust, allowing them to own their results.

Conclusion

The pursuit of excellence depends on strategic nurturing of both team and individual performance. By drawing on Deming’s insights, understanding human motivation, and taking direct actions to encourage engagement, organizations can unlock the full potential of their people—creating workplaces where everyone’s contributions lead to sustainable success.

I encourage you to follow Thomas Cagley on LinkedIn at https://www.linkedin.com/in/tcagley/ and Jeremy Barriault on LinkedIn at https://www.linkedin.com/in/jeremy-berriault-mba/ for their thoughts on this topic.