In most organizations today, our structures are still shaped by traditional hierarchical models. We’re divided into functional areas, assigned individual responsibilities, and evaluated based on personal performance. While we may collaborate daily in teams, the underlying system still centers around the individual. Compensation, promotion, and recognition all point back to “me,” not “we.”

It’s a contradiction we’ve grown used to: we work in teams, but we’re managed—and often motivated—alone.

Yet as organizations shift to product-based models, this contradiction becomes harder to ignore. Product development, service delivery, and customer experience are no longer solo sports. They are deeply team-based endeavors. Success or failure doesn’t hinge on a single person’s contribution but on the collective performance of cross-functional teams.

Still, when it comes time for performance reviews or bonuses, we zoom in on the individual. And there’s a reason for that. From a corporate perspective, it’s safer. It’s easier to quantify individual output, assign clear accountability, and reduce the complexity of rewards systems. But if the work is team-based, what are we actually measuring?

This misalignment between how we work and how we’re managed presents a challenge for leaders and coaches alike. Moving the slider toward a more team-oriented model isn’t just a nice-to-have—it’s a necessity. The reality of modern work demands it. But that shift must be handled with care.

Because at the end of the day, we are still individuals. We think, feel, and are motivated as individuals. We want our work to matter, to be seen, to be appreciated. Simply telling someone they should value team success over personal achievement isn’t enough. People need to feel their personal contribution is visible and valued within the team context.

Think of team sports like football or basketball. Players don’t lose their identity just because they play as a team. In fact, the best teams are the ones where each person knows their role, embraces it fully, and is celebrated for it. A great coach doesn’t just focus on the team strategy; they connect with each player, help them grow, and ensure their unique strengths are recognised.

In a business context, we often miss that balance. In trying to push team outcomes, we risk downplaying the need for individual recognition. Or worse, we pretend the individual no longer matters. But people know better. And when their contributions go unnoticed—especially in a team setting where effort can blur—it breeds frustration, disengagement, and cynicism.

This is why coaching is so critical. A good team coach doesn’t just ask, “Is the team performing?” They also ask, “Is each person thriving within the team?”

We need teams to succeed. The work is too complex, too fast-moving, and too interdependent to rely on individual heroics. But we also need individuals to feel successful. Coaching helps bridge that gap.

So yes, we must move more deliberately toward a team-first mindset—how we work, how we make decisions, how we assess performance. But we must do it in a way that still honours the individual within the collective. It’s not a binary choice. It’s a more mature model of performance—one that reflects how work really gets done.

As leaders, shifting the focus toward teams—how we learn, educate, reward, and develop—may be more challenging, but it aligns far better with how we actually work.

For today, ask yourself: Are the individuals on your team being seen, or just expected to blend in? And what would it take to make team success feel personal to them?