It is easy to select peers for a team because they possess similarities to you in thoughts and in backgrounds. However, the most productive teams and best work situations are ones where everyone comes from different backgrounds and even processes information differently. For example, it’s good for those who like to socialize to team with task-driven folks. It encourages different points of view. Too many companies reorganize by numbers and by what appears good on paper instead of really communicating with all affected parties. Working with different thoughts from disparate viewpoints creates more dynamic and productive outcomes and that’s beneficial for all stakeholders.

In a recent New York Times article, the President of International Markets at MasterCard, Ann Carins, suggested that team chemistry was not about everyone being the same type but to ensure that every team member understands what each other brings to the table. If they can challenge each other, be respectful and maintain a safe environment, it will bring out the best in each of them as well as in the team results.

Many companies go through changes which may mean laid off co-workers or staff with changed assignments which can leave long-term team members anxious. The best thing to do is to wish them well. Let them know how much you have enjoyed working together and if you are close to the person, give contact permission. Always maintain a positive dialog. Someday, it could be you who is affected by company changes.

The number one lesson I learned from my mother is to always do more than you are asked and offer to handle things you prefer not doing. My mom came to this country only speaking Cantonese and she was shy. When my mom needed to work for financial reasons after raising five girls, she did. Mom ended up being the number one producer in her factory line. To this day, when situations are moving faster than expected, I remember my mom always rising to the occasion to do what was necessary to make a assignment work. Thanks to my mom, I discovered that nothing is impossible!

When you avoid the elephant in the room, it consumes the air, leaving no room to breathe. Always begin the conversation when everyone feels safe. Obtain the permission of the others to listen to what you have to say. Give them the option to ask questions after you have finished speaking. Never be hostile or confrontational. Listen when they are finished. Thank them for sharing, then ask questions to ensure clarity.

Many companies go through changes which may mean laid off co-workers or staff with changed assignments which can leave long-term team members anxious. The best thing to do is to wish them well. Let them know how much you have enjoyed working together and if you are close to the person, give contact permission. Always maintain a positive dialog. Someday, it could be you who is affected by company changes.

The essential element of being a good boss is leadership including mentoring, keeping your word, showing empathy, using good listening skills and continuing to show appreciation for good outcomes. Good bosses stand for the success of their employees and work diligently to ensure opportunities emerge for them to shine including exposure to senior leaders. Good managers also put employees into situations to help develop interpersonal and communication skills.

It would be ideal to never be saddled with a bad boss. The type of manager who never appreciates what you do, who overloads you with unreasonable expectations and timelines and who sends you numerous emails late at night. This kind of leader can be brilliant, maybe even another version of a Steve Jobs, which is where value can shine through the craziness. You could be exposed to situations that provide insights into moments of high achievement.

As an example, when I was in sales, the owner was very demanding. However, as painful as it sometimes was, the skills I developed dealing with him helped turn me into a top sales person and trainer in less than two years, in a position I went on to hold for ten years. Even today, after twenty-five years, I still use many of those sales tools to procure and retain business.

Questions I always ask are what is your expertise? What defines your brand? What experiences created the confidence that makes senior leaders say you are an expert in a field? Begin a list of how you have led a team to success including how the outcome delivered a positive, long-term result for your company. Start with words from those you have mentored or helped in a specific situation. Keep a journal of them. This will help you define and flesh out your brand.

Assisting nonprofits such as United Way, Red Cross, Shelter for Abused Women, etc., not only helps them out but it can develop your leadership skills. There will also be opportunities to strengthen communication skills and be creative in these roles. I know it has helped me tremendously in leadership positions on various boards as a director or the chair.