Of the many memorable leadership tropes worth borrowing from the American military, perhaps none is more powerful than the expression no one left behind. The idea was spawned centuries ago with the First Continental Army during America’s Revolutionary War, and it has been a commitment maintained by American military leaders ever since.
The leadership allegiance to never abandon soldiers on the battlefield and to make sure everyone is accounted for reflects a deep devotion to honor those who have made the ultimate sacrifice. This sends a critical message to those who serve about their importance to the leaders they follow. Knowing others will put themselves in harm’s way to maintain the pledge to never leave a fallen comrade creates a pride and connectedness between soldiers and leaders, binding them together in a shared obligation.
Great teams operate from the same commitment. No team member is left behind, even when they are struggling or underperforming. On high-performing teams, colleagues share a deep affection and commitment to one another. They refuse to let anyone fail.
The dedication to make everyone better requires them to coach, mentor, and cheer on underperforming colleagues. They go out of their way to help their colleagues succeed. They refuse to leave anyone behind.
What is difficult to see is the focus of their commitment to each other. Teams in the workplace that won’t leave anyone behind aren’t just supportive and caring. They have a relentless commitment to improvement. Anyone who is willing to share in this commitment is brought along, no matter where they are regarding performance.
In addition to the shared mission of the team, they are also on a mission to help each other grow and develop. That’s why high-performing teams are so often reflected by a conversation that looks different from other teams. Teams that refuse to let anyone fail do so with a direct and curious focus on improvement. Team members are always pushing and prodding each other, setting challenges, and giving directions for better outcomes.
Newer team members who have shown signs of being highly valuable in the long term but are at risk of sinking in the short term qualify for this comradery through their commitment to personal growth and a desire for feedback. Those colleagues who resist tough feedback and don’t have an intense desire to improve soon find they are left to fend for themselves.
If the idea of a team is to achieve together, then the best teams do exactly that for anyone who is willing to play by their rules. Unlike the military, no one is left behind who doesn’t want to be. All it takes is a desire to get better. Great teams do the rest.
A Daily Dispatch from the Front Lines of Leadership.
