There’s No “I” in Team

Why “There Is No I in Team Leadership” Is a Myth

& Why Every Team Depends on the Individual “I”

There’s no “I” in team leadership — at least, that’s the cliché many leaders repeat. But in reality, every successful team begins with the individuals who form it. Great teams aren’t built by ignoring the “I”; they’re built by understanding each person’s needs, strengths, motivations, and potential. When leaders learn to support the individual, they unlock the synergy and performance that true teamwork requires.

There’s a myth that’s been circulating around for a long enough time that it has become a leadership cliché. That cliché is “there’s no ‘I’ in team.” We, at LIA, believe that if you’re really interested in building a great team that reaches for excellence and wants to sustain that excellence, then you better consider the reality that your team is completely comprised of “I’s” — and each “I” brings their own set of needs, talents, ideas, and perspectives.

Great teams have learned to take individual creativity and turn it into collective creativity so they can harness the magic of synergy. But it all starts with the individual. The “I.”

Maslow’s Theory says every human being has a hierarchy of needs that must be met before they can realize their full potential. We happen to agree with Maslow because of all the supporting research out there, our own experiences, and the feedback we receive from the participants in our classes and seminars.

Maslow has five levels to his theory. The first and second levels are pretty basic. They involve food, water, shelter, safety, and security. Most companies fill these needs adequately enough.

The problems usually show themselves in the third level, which addresses belonging and love. We all have a need to feel like what we do is important, that we count, that our minds and ideas are valuable. Otherwise, it’s just a job — and we’re going to find the easiest way to get the most money doing the least amount of work. Whoever is our boss will have to work twice as hard to motivate us.

We also need to feel that someone else cares about us or supports us, or maybe most importantly, feels our ideas and philosophies are valid and contribute. Remember, these are needs, not wants — and they must be addressed and filled.

The last two levels are self-esteem and self-motivation. They relate to our ability to see the big picture, understand how we fit within that picture, and feel challenged and encouraged to grow as individuals. Again, these are needs. And as a leader, you are responsible for recognizing them and creating an environment where they can be met.

So, while we agree that great teams are ultimately collective in their goals, in the work ethic they develop, and the synergy they generate, we absolutely disagree that there is no I in team leadership. The magic can only begin with the individual. True leaders understand this and work hard to assess the needs, talents, aspirations, and yes, the weaknesses of each individual they serve. Once that full picture is developed, plans can be made for excellence, motivation can be applied, and the foundation of a high-performing team can be built.

Keep Building Strong Teams Through Stronger Relationships

True leadership starts with understanding the individual — because every team is built from unique strengths, motivations, and needs. When leaders learn to see, support, and develop each “I,” they unlock the synergy, creativity, and commitment that great teams are known for. If you want to strengthen trust, communication, and connection on your team, explore our Building Trust & Relationships microlearning workbook. It’s a practical tool designed to help leaders deepen relationships and elevate team performance.