Is Teamwork in Your Skill Set?

First, the where-I-am-coming-from context: in my library career, I've been supervised, supervised, managed (both collaboratively and top down), directed, gone freelance (at different ages and stages in my life),served on task forces, committees at the regional, state and national levels, chaired committees at the state and national levels, and served after being elected to regional, state and national boards, and executive committees of boards. Specific association and organization offices I have held and from which I have carried out regional, state and national responsibilities include President, Vice President, and Secretary (the last in several associations, probably as my just desserts for having been gobsmacked when, upon entering first grade, I learned that "secretary," a career named as future plan by a handful of classmates, was not a word applied only to a certain piece of mahogany furniture). Each of these functions has demanded the employment and refining of skills that may overlap, but don't just mirror, those of the other functions. Leadership has demands and responsibilities; working on a team, where leadership sits with another, or others, demands taking up different responsibilities. The demands on and responsibilities of those in library leadership positions(whether workplace or volunteer) consume tomes and gigabytes. What is entailed in being active and responsible team member has received less. Some of the skills a team member needs are defined by the policies and procedures of the workplace, the committee, the board, the whatever where a leader leads those members: maintaining one's responsibilities on public service points, making and keeping appointments on interview panels, speaking up when identified concerns are being addressed or plans for future projects are on the drawing table. Others, however, are subtle enough that those on professional teams--not leading them--may forget that there are, indeed, skills that require use. Among these: *Listening with an open mind to how the team leader interprets the team's charge *Speaking respectfully when in disagreement with the team leader and asking for clarity or consideration of alternatives *Keeping to the specifics of the team's purpose, rather than getting lost in the trees of discord, thereby withdrawing or subverting the team as such *Building bridges with other team members, as well as the team leader who, in truth, is more likely to be building bridges of her or his own rather than erecting stumbling blocks for those being led in a team effort In the best teams with a leader (and not all teams have elected or appointed leaders), that person's role differs from those of the members of the team. The leader/chair/executive/supervisor hasn't been annointed as greater among equals but is charged with tasks the members don't have, such as outward communication on the pace and shape of the task, responsibility for gaining tools or materials needed for team success, and yes, reminding the team about the project on the collective table, with all its parameters and connecting points to the work of others within the organization, however loose or formal that organization may be. I have yet to meet a team leader from whom I have learned nothing that I could take forward (although there have been a few team leaders who taught me stuff I should be on guard against ever using in her or his position). We are social animals, but, unlike bees, we aren't born to be queens or drones, so we need to make sure our toolbelts hold a wider range of experiences which we can use skillfully.