Or at least that’s how the stereotype drummed into us through education and our careers seems to go. We learn to focus our CVs and resumés on our team contributions, and to downplay the things we achieved entirely alone.
But what if the things we achieved on our own somehow made us more effective the next time we joined a team? What if a balance of both experiences made for better team players?
It’s my experience that teamwork between people who have never known an occasional lone accomplishment can suffer from a few blind spots: Such team members may have an inaccurate view of their contribution and how to tune it, having only ever seen their work as part of a larger deliverable. There’s a danger of feeling like a full four-wheel contributor, whilst actually running on three wheels and being unaware how much your contribution leans on the work of others. People who have never known personal wins can see a team project as their only chance to demonstrate their abilities, and may be over-invested in personal outcomes rather than team outcomes, safe in the knowledge that they can shine elsewhere or next time.
So what do I mean by lone accomplishments? Lone accomplishments could be a product (software, hardware, anything), a piece of art, training materials, blog posts, or a book. Anything you actually launch, publish or deliver to an audience, for which the entire deliverable depends on you, and for which you have no backup or other input to assist. Anything for which there is no scapegoat once you deliver it; it is yours, good and bad.
I’ve done this twice, with software products of my own. They were far from a commercial success, but the lessons learned were worth more than the time I spent and the salary I forfeited in those months. Since then, I’ve gone back to teamwork in startups, and really appreciated the perspective that my lone achievements have given me.
So what do lone accomplishers bring to a team? How can lone work strengthen and define you?
- People with lone projects under their belt tend to have a more accurate view of their own strengths and weaknesses, and an appreciation for the roles others perform in a company.. because they’ve probably filled them at some point, albeit probably rather clumsily. Most former solopreneurs will have noticed how they couldn’t possibly fill all those roles alone… and will appreciate that it is only possible to cover them well in a team where a variety of skillsets are present.
For me, as a software engineer, I now have a great appreciation of the other roles involved in startup life: Marketing, PR, design, QA, Ops, etc. Prior to undertaking my own projects, I probably had a dismissive or inaccurate view of those roles.
- People with lone projects under their belt already have personal “wins” in the bag, so they don’t feel the need to act as if the next team project is their own pet project or chance to shine. This makes conversations more about a team win, rather than a personal win, less religious, more exploratory, and more practical.
- People with lone projects under their belt tend to appreciate the difficulties of building something entirely alone, and therefore the need for others. The mature lesson from this is a willingness to delegate… and truly delegate, giving people a long leash and adjusting it appropriately. Knowing I can’t do it alone, but might be able to achieve it with others, makes me value the contribution of others and the need to delegate effectively.
Why is lone work a rarity? Aside from the widespread celebration of teamwork, we probably shy away from lone work because we know it will truly define or break us; there is no middle ground, and so we fear it. Through it, we will either discover, once and for all, that we can lean into a challenge on our own, or that we don’t (yet) have what it takes. Unlike teamwork, there is no scapegoat, no fallback, no-one else to blame. This is a hard reality to face.
But I’m convinced that every day we put off an attempt at lone work, is a day we never really understand what we are capable of; both alone, and in terms of our contribution to a team.
I’m convinced that, particularly in industries that involve building something (software, hardware, arts), we should exercise our lone capabilities on a regular basis, and at least once a year. It’s an ongoing eye opener on who we are, what we’re capable of, and therefore what we each bring to a team.
Far from being a red flag when hiring, lone work — when properly learned from — could be the thing that truly makes a strong team player.