Do you remember the name of the second astronaut to set foot on the moon? Just a few moments after Neil Armstrong, Buzz Aldrin left his mark on history, although he’s not so well remembered. Perhaps the name Steve Wozniak, co-founder of Apple and a key player in the development of the first products, the Apple I and Apple II, which laid the foundation for the company’s success, doesn’t ring a bell either.
In traditional Greek theatre there was always a protagonist who carried all the weight of the play, until a playwright decided to innovate. It’s said that it was Aeschylus who introduced a character to complement the protagonist, with an entity of his own to enrich the plot. In the world of literature, this figure is known as the deuteragonist, while in the world of business, these crucial characters are often called “secondary violin”.
Their contribution often goes unnoticed and it’s the lead violin who gets the applause when the symphony orchestra finishes the performance. However, such profiles are the foundation of an organisation and a key to the achievements that are often attributed to the “visible heads”.
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In the workplace, it is common to encounter individuals who constantly seek the limelight, those who want to be the stars of the team. However, this attitude is often detrimental to group dynamics, as it can generate rivalries and disrupt the collaboration necessary to achieve common goals. The constant quest for personal recognition, moreover, can overshadow collective achievements and
On the contrary, they represent the very essence of collaborative work. These professionals understand that success does not depend on a single person, but is the result of a shared effort.
They bring a collective-centred vision, where each member of the team has a crucial role to play. Far from being invisible, second fiddlers underpin the group’s results.
The existence of such roles also respects the personality of each employee to tap their potential and maximise their contribution to the team. By valuing individual differences, organisations can build more robust and dynamic teams, where each person feels appreciated for their unique skills. Diversity of talents and perspectives enriches decision-making and enables innovative solutions to the challenges facing the organisation.
Every individual has unique gifts, talents and skills. When we bring them to the table and share them for a common purpose, we can give organisations a real competitive advantage.
Collaboration not only promotes creativity, but also improves efficiency. A 2023 Microsoft study found that project success rates increase by 54% with strong communication and collaborative teamwork.
In team roles, tasks can be distributed according to individual strengths, allowing each member to contribute optimally. This approach not only speeds up the process, but also ensures that the results are of high quality by making the most of each person’s particular skills.
On the other hand, competitiveness within a team can be a dangerous trap. While healthy competition may encourage some to improve their performance, too much rivalry usually leads to conflict and more internal tensions, which can hinder communication and cooperation.
This not only affects team morale, but can also significantly reduce the quality of the final work, as HBR points out.
Experts point out that a leader’s ability to identify and highlight individual contributions, especially from those working behind the scenes, can make all the difference to organisational success. A Globoforce study indicates that, within team roles, employees who enjoy ongoing recognition are up to eight times more engaged.
This acknowledgement, say the analysts, creates a positive working environment, where each individual feels that their contribution is valued. In fact, 66% of people who are part of teams with high levels of recognition say they trust each other, resulting in a better working environment. And, according to Delloitte, a company’s productivity improves by up to 31% when its employees are happy.
The success of any organisation does not lie solely in the hands of those at the helm. It’s the result of the rich diversity of talents and efforts that each team member brings to the table.
Collaboration and mutual support are the essence of what makes the group strong, allowing goals to be achieved that would otherwise be unattainable. Or do you think Armstrong would have been able to set foot on the moon if he had travelled alone into space? Without scientists, engineers and other astronauts working together, that historic event wouldn’t have been possible. Thus, each team role, although sometimes overlooked, is critical to collective