I haven’t done a book review in some time, or a review at all really, so I thought I’d take a break from my voice acting samples to change the pace a bit. (Though I’m just realizing I haven’t reviewed Brandon Sanderson’s Skyward—a crime I will amend soon.)
The Ideal Team Player is a nonfiction book—a book about work environments, in fact. I would never pick up something like this on my own, but it is required reading for my job, so I picked up the audiobook to listen to on my down time.
I have to admit, it was actually a pretty neat read.
I’ll give you a rundown of how it’s structured. It’s 226 pages or 5 hours long, and as a writer I hate that I can’t give you a more useful, calculable number like word count, but there you go. There are two portions to the book: the story, and the explanation of the concept that uses examples from the story. The story is slightly longer than the nonfiction portion, but the nonfiction portion is, in my opinion, more useful.
The plot of the book is very rudimentary. An amiable guy is promoted to CEO well before he’s ready, because the guy before him is retiring and trusts him a lot. They have to hire a bunch of new people to complete two large jobs coming up, and it’s up to the new guy and his team of two executive to establish and execute a new hiring process in order to make the company have a sense of cohesion and teamwork.
The writing of the story is, well, not amazing. It was obviously written by somebody who doesn’t read or write fiction; it gets the point across, but holds little intrigue and focuses on the information without caring about the finesse of the craft of writing. I started to grind my teeth a bit every time I heard the phrase [“Why would yadda-yadda?”, Tabatha wanted to know]. Please don’t ever use ‘wanted to know’ as a dialogue tag. It just looks and sounds awful. The plot isn’t bad per se, but it isn’t a page turner, either.
What’s more interesting is the nonfiction instruction manual at the end, outlining the concept of what makes “The Ideal Team Player”. As established in the story, the ideal team player requires three attributes. They must be humble, hungry, and smart. The book will do a much better job at describing each of these concepts, as it has a much larger span of time to work with, but the jist of it is that somebody will hold the most value in a company if they are [nice and willing to accept fault and blame], [an overachiever who is passionate about their work and is always pushing themselves], and [knows how to communicate their ideas and work with people (not necessarily “intelligent”)].
The book goes on to explain the problems that arise in employees that exhibit only one or two of these traits, and how to get them to emulate all of them. It goes beyond employers, too. This book is also meant to be read by employees, so it helps you understand where your own faults are as far as forwarding the momentum of your workplace, and for that I find it very useful. For example, I’m not hungry at my current job simply because I have no passion for the work I’m doing. That mostly tells me that I should find a better job where I enjoy the work more, but you get the idea.
This book isn’t useful for every job. Pretty much any minimum wage employee wouldn’t be in a workplace that cares about progress simply because they don’t need you to be your best, they just need you to exist. You might get a slight wage increase if you are an ideal team player in that environment, but this book is more tailored towards companies that are striving for quality of both atmosphere in service rather than sheer output of product and income of cash flow, like any huge corporation.
Overall solid book. It’s a quick read and didn’t feel like a waste of my time. And I’ll be honest, I rarely enjoy nonfiction books, so the fact that I approve this one is saying something.