There were once two freshman cadets who were assigned as roommates at the West Point Military Academy (the preeminent leader development institution of the United States Army). Over time, the two young cadets became close friends and they learned that they shared a lifelong dream of becoming a general in the army. As they discussed how to make their dream a reality, they settled on a plan. Each time one of the young cadets received any kind of commendation or promotion, he would make a point of praising and commending the efforts and achievements of his friend. Each cadet kept his commitment to the other, and over time both of them fulfilled their dream of becoming generals in the army.

As an interdependent person, I have the opportunity to share myself deeply,meaningfully, with others, and I have access to the vast resources and potential of otherhuman beings.

Independent peoplewho do not have the maturity to think and act interdependently may be good individualproducers, but they won't be good leaders or team players. They're not coming from theparadigm of interdependence necessary to succeed in marriage, family, or organizationalreality

Most of the self-improvement material putsindependence on a pedestal, as though communication, teamwork, and cooperation werelesser values.

Really good PMs and engineers will actually start to converge. With LLMs, coding won't be enough to differentiate as an engineer, you'll need to think about the product, business KPIs, strategy etc. You need to think about solutions to problems, not software tools. And PMs are going to be expected to get more technical.

And that is part of the larger pattern of the appeal of a new online collectivismthat is nothing less than a resurgence of the idea that the collective is all-wis

engineers will get tired, mistakes will happen, and maintenance will get kicked down the road. Teams need buffer as much as systems do.

locally-based staff and carries out its programs in conjunction with local partners. Teams of international instructors and volunteers support the programs through projects year-round.

Collegial pedagogy, a term introduced by Lissa Soep and Vivian Chávez, describes a dynamic where both teacher and learner stand mutually invested in a shared project, where neither party could complete the work without the other. They need each other to get it right. “Collegiality is a relationship of shared collective responsibility.”

Hospitalists are often referred to as the quarterbacks of the hospital. But even the best QB needs a good team to succeed. For HMGs, that roster increasingly includes nurse practitioners (NPs) and physician assistants (PAs).

“The day is upon us where we need to strongly consider nurse practitioners and physician assistants as equal in the field,” he says. “We’re going to find a much better continuity of care for all our patients at various institutions with hospital medicine and … a nurse practitioner who is at the top of their license.”

“Any time when nurse practitioners and other providers get together, there is always this challenge of professions,” he says. “You’re doing this or you’re doing that, and once you get people who understand what the capabilities are past the title name and what you can do, it’s just amazing.”

Recent State of Hospital Medicine surveys showed that 83% of hospitalist groups are utilizing NPs and PAs, and SHM earlier this year added Tracy Cardin, ACNP-BC, SFHM, as its first non-physician voting board member

“It doesn’t just help make hospitalists work better. It makes nursing better. It makes surgeons better. It makes pharmacy better.”

A key factor in keeping your team on the right track is transparency.

Team members have a clear understanding of where they can best serve the team’s needs, and everyone is highly motivated to get to the same goal.

people feel comfortable to exchange ideas and challenge the status quo without fear of misplaced judgement or rejection.

Trust, group identity, and a sense of group efficacy.

Teams that perform are constantly working out things like communication preferences, recognition of achievements, and workflows.

The key value to emphasize in the team is positive intent. This is to say that, even when things aren’t going smoothly, each person should assume that their “challenger” is coming from a good place and is trying to act in the best interest of the team.

Fair warning to team members (and leaders) who don’t like conflict — things will get awkward. But if teams can’t identify the issues, communicate constructively, and work to resolve them, they will get stuck at this stage.

The other part is building emotional connections.

What everyone needs most is a clear understanding of their part in the journey.

Part of this is leading them to realize that their new team members are bringing skills to the table that help everyone to succeed in a way they couldn’t do by themselves. Setting goals together puts these skills and interests into the open.