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LinkedIn·2026-09-29·1 min

I Could Have Picked Anyone.

People who checked their egos at the door. Who pulled toward the work rather than toward the credit. Who made the people around them better, not just themselves.

The product was critical. The timeline was tight. The pressure was real. Leadership gave me one ask. Build the team that gets this done.

Most leaders in that position default to the same instinct. Find the best technical talent available. Stack the roster with expertise. Let the skills carry it.

I made a different call.

Technical strength was not negotiable. Everyone on the team had it. But I was looking for something else alongside it. People who checked their egos at the door. Who pulled toward the work rather than toward the credit. Who made the people around them better, not just themselves.

They came together faster than any team I had built before. Not because the work was easy. Because the environment made hard work feel worth doing.

Then we hit a wall.

A feature we had promised our first beta customer was not ready. We had to disable it before they ever saw it. The customer was upset. Losing that beta would have been more than a setback. It would have sent a signal about who we were and what we could deliver.

I was honest with the customer about what happened and what we were going to do about it. But something else happened that I did not engineer.

One of our most technical people was also our most outgoing. She found her way to the customer's technical team and started talking with them. Not pitching. Not defending. Just connecting, engineer to engineer, around the work itself. By the end of those conversations the customer's team was invested in seeing the beta succeed.

They moved forward. The beta worked. The feature got delivered.

I did not plan for that moment. I could not have. But the way the team was built made it possible. A different team, assembled purely on technical merit, might have closed ranks or waited for direction. This one moved toward the problem.

That is what culture actually does in a crisis. It does not prevent the hard moment. It determines what your team does when it arrives.

If you are staffing a critical project right now, the technical bar is necessary. It is not sufficient.

Build for the moment you cannot see coming.

JD

Joseph Diele

Founder, Diele Consulting · Author of Sustainable Quality

35 years in engineering, operations and manufacturing — from engineer to director to founder. Joe helps leaders develop their strongest technical people into leaders.

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