To begin, it’s important to state what I hope is the obvious—that the number one job of all leaders and managers is to be a coach to their teams and team members. Unfortunately, in many organizations, coaching is viewed as a ‘nice to have’ and is not encouraged as the priority it should be. There are all manner of excuses for this lack of focus on coaching.

What’s the minimum bar for success for this self-reflection exercise? Were you able to connect with your breath and feel the rhythm of your heartbeat? If yes, then AWESOME! You just took a few huge steps forward.

Turns out that the answer to the question are you coachable is more difficult than most folks realize and it will take multiple sessions of self-reflection to make meaningful progress toward the answer.

Good posture is both a physical construct and a mental state of being. Good posture is a way of living. Truthfulness, community service, self-confidence, self-awareness, situational awareness, emotional intelligence, and many other positive attributes are wrapped into the concept of good posture. Good posture signals to everyone around you that “I’m here, I’m ready to contribute, and I care.” When honed over time, good posture is the optimal balancing act between service to the self and service to others, but good posture starts with literally straightening the spine, brightening the eyes, and letting go of all the baggage you’re carrying around that doesn’t align with your purpose or your goals.

We’ve all heard these phrases before: “My team just clicks,” “My team is a well-oiled machine,” “My team is really gelling,” “My team has great chemistry,” and the ever-nauseating “Teamwork makes the dream work.” This week, I’d like to explore the concept of team chemistry to determine if it’s as mysterious as it’s often made out to be, or if there are necessary conditions that underlie team chemistry and make it something we can create and extend from one team to another.

The reality is that we are all different. Every member of a team has a unique set of change curves that is akin to a fingerprint. We all wear a one-size-fits-you pair of lenses that we see and interpret the world through. Assumptions of sameness quickly break down because for any individual change event that occurs—an acquisition, product sunset, or process change, to name just a few—each team member is going to process said change event differently.

My main point is this: philanthropic events are a team sport. They are a place where “we” should apply before “me.” Therefore, when providing feedback regarding your individual experience, pause to ensure you’re providing constructive, actionable advice for how to improve.