Leadership Lunch and Learn: The Ideal Team Player

by Kayla Machen - August 5, 2025

This month’s Leadership Lunch and Learn book review featured a powerful review of "The Ideal Team Player," by Patrick Lencioni, shared by Dr. Julie Robinson, leadership specialist with the University of Arkansas System Division of Agriculture.

What the Book’s All About 

"The Ideal Team Player" takes a story-based approach to a common challenge: how do you hire (and keep) the right people? In the book, readers follow Jeff, a former tech professional who unexpectedly becomes the CEO of his uncle’s construction company after a sudden retirement. Jeff finds himself overwhelmed, he’s new to the industry and responsible for high-stakes projects. 

Luckily, he isn’t navigating this transition alone. With the help of Claire from HR and Bobby from operations, Jeff starts reflecting on what kind of people they want on their team and what traits actually make a difference. After some brainstorming and honest conversations, the team identifies three traits they value most: humble, hungry, and smart. 

Watch the recording

Let’s Break That Down 

Robinson walked us through these three characteristics and explained why each one matters. 

• Humble: These individuals are not in it for the spotlight. They share credit, support their team, and leave ego at the door. However, a lack of humility can appear in two different ways, through arrogance or insecurity. Both cause challenges in team dynamics. 
  

• Hungry: Not about working nonstop, this is about intrinsic motivation and curiosity. Hungry team members are self-driven, seek improvement, and take ownership without needing constant supervision. 
  

• Smart: Not academic intelligence but people smarts. It’s about awareness, understanding how one’s actions affect others and communicating effectively. Dr. Robinson noted that this trait must be grounded in sincerity to avoid manipulation.
  

These three qualities, when present together, create what Lencioni calls an ideal team player. But when one or more are missing, things can get complicated. 

The Profiles That Don’t Quite Fit 

Robinson shared a framework from the book that outlines what happens when team members are missing one or more of the core values. These profiles help managers spot patterns and address issues early: 

• The Pawn: Only humble. Pleasant but not impactful, often overlooked. 
  

• The Bulldozer: Only hungry. Gets things done but often at the team’s expense. 
  

• The Charmer: Only smart. Likable but contributes very little and may manipulate situations. 
  

• The Accidental Mess Maker: Humble and hungry. Hardworking and well-meaning but socially unaware, causing disruptions. 
  

• The Lovable Slacker: Humble and smart. A great teammate in personality but lacks drive and requires a lot of oversight. 
  

• The Skillful Politician: Hungry and smart. Ambitious and calculated, often causing long-term damage while appearing competent. 
  

This part of the session was a highlight, offering leaders a deeper understanding of how to assess and balance their teams. 

Turning Insight into Action 

Robinson emphasized that "The Ideal Team Player" isn’t just for hiring, it’s a tool for developing a team-centered culture. The book includes practical steps for embedding the model into day-to-day operations: 

• During hiring: Ask thoughtful questions, use team-based interviews, observe behavior in informal settings, and clearly communicate organizational values. Candidates who aren't a fit may self-select out. 
  

• For current employees: Use self-assessments and team conversations to explore how each person aligns with the three virtues. Help them grow by focusing on their weakest area. 
  

• As a leader: Model the values. Praise team-oriented behaviors when you see them, and address misalignments openly and respectfully. Making these values part of the everyday culture strengthens alignment
  

Robinson also pointed out that while hunger is the hardest to teach, small steps like setting clear expectations and providing real-time feedback can help develop it over time. Humility and people smarts can also be cultivated with intentional coaching and peer support. 

Why It Matters 

The biggest takeaway from the session was this: shared values matter more than just raw skills. Robinson reminded us that hiring ideal team players can lead to greater productivity, stronger relationships, and lower turnover. When you have people who are humble, hungry, and smart, they build each other up and drive the organization forward together. 

The book’s core message is especially relevant in today’s team-driven workplace. Whether you’re making your next hire or trying to improve the culture of your current team, this framework offers a clear, practical path forward. 

About the Reviewer

Dr. Julie Robinson is a professor and leadership specialist in the Community, Professional and Economic Development unit at the University of Arkansas System Division of Agriculture in Little Rock.
 
As a leadership specialist, she specializes in leadership, employee development, parliamentary procedure, and program planning. Robinson is the director of LeadAR, a state-wide leadership program, and oversees the Division of Agriculture’s internal leadership development program.