Difference of opinion is usually the fodder for division. Us and them factions split easily. Yet, both extremes are needed to understand the whole picture. Darkness makes us appreciate light. Active phases need dormant periods for refueling. Conservative views provide a counterbalance for liberal perspectives. Embracing opposites as necessary components of the whole is far more valuable than outright rejection. Each side relies upon the other. Consider the advantage that welcoming dichotomy brings to teams.

You probably shouldn’t ask the question unless you are willing to hear the answer. More importantly, you may not want to invite the conversation unless you plan to do something with the information. Feedback is a double-edged sword. The choice to strengthen a weakness almost always makes sense until you acknowledge how much work is required. When that realization sets in, many teams opt to perpetuate ‘normal’ rather than taking on the labor of growth.

Everyone has advice and guidance these days. The paths to wellness, individually or as a team, are many. Like most fads, there’s always something new that catches the attention of social media and gets talked about among friends. While all of that is unfolding, there remain three simple tools that have stood the test of time. One at the micro level, one at the mezzo level, and one at the macro level.

I greeted a friend recently with the question “How are you?” A freight train happened to be passing by at the moment I asked so she misheard the words as “Why are you?” Her answer surprised me. In less than 30 seconds, she served up a theme-based version of her life story. It was a veritable purpose statement. It got me thinking about how many of us are seeking direction when the destination has already been well established. Perhaps it’s just the path that hasn’t yet been chosen.

When you are stuck, the choice to move forward doesn’t happen until the cause is addressed. Often, teams push ahead without a diagnosis and inadvertently send the roots of the problem deeper. You can make it go away temporarily with some quick action but, unless the root cause is managed, it is sure to come back. Most likely, it will return in a form that is harder to solve. We live in a time when making symptoms disappear as quickly as possible drives decision making. What would happen if we didn’t?

Boomers see it all the time. A friend or colleague retires or decides to scale back. Seemingly overnight, they grow old. Somehow, the vibrancy of creating work disappears and the indulgence of the golf addiction sparks grey hair, slumped posture, and conversations about medical concerns. They turn the ‘old’ corner. Variations of this theme, unfortunately, happen in every generation. It all boils down to the choice to stop growing.

When people think of the word ‘team,’ they often imagine a larger group of talent with interlocking roles. They repeat the adage about the whole being greater than the sum of its parts. They measure the impact of effective leadership and good chemistry while imagining some pro sports team winning a world championship. While all of this can be accurate, it is a stereotype. Teams assume many forms.

Adapting is not the same as resilience. Resilience is your ability to bounce back quickly following adversity. It’s easier when the adversity isn’t permanent, isn’t a result of your own actions, and doesn’t affect everything in your life. Adapting, on the other hand, is a momentary adjustment made to a change in circumstances. Here’s a quick tale of woe that turned out just fine because the team adapted to unexpected events.

Some people seem happy all the time. Whether at work or play, they move from event to event with a bounce in their step and a twinkle in their eye. It’s not that adversity doesn’t come their way – it’s that they manage it with grace. Is this simply because they were born with a cheery disposition? Have they just faced less trauma than their peers who appear filled with consternation? Perhaps they’ve developed a better arsenal of coping skills. Or maybe they’ve discovered the elusive secret to a satisfying life.

Granted, it’s not over. The delta variant appears more contagious than the alpha. Businesses are rethinking the wisdom of requiring workers to return to the workspace. Many industries are requiring full vaccinations and/or repeated proof of negative COVID tests to stay employed. Those of us in client-facing roles are reinstituting masks and social distance. As we brace for another wave of adaptation, let’s take stock of what we’ve learned.

Below the tip of the iceberg, down beneath the surface where the secrets live, you’ll find the original source of today’s team dynamics. Although usually invisible in day-to-day interactions, the ways we relate to our teammates have their roots in the families where we were raised. The earliest connection with our parents, siblings, and extended families quietly shapes the way we treat others and expect to be treated. These powers are always in play.

As is true in nature, creative teams have seasons. There are times when things are quiet and dormant. Then the energy rises and feeds the team. Creativity spreads only to become something different. The team refuels and prepares for the next cycle. Winter then spring, summer then autumn. You could easily map the evolution of a creative team on a calendar. Let’s do that.