In today’s fast-paced work environment, many professionals find themselves operating as a “team of one.” This concept refers to individuals who are solely responsible for an entire function within a business or organization, such as a solo marketer, HR professional, IT expert, or content creator.

As an entrepreneur and founder, I have often been in the situation of being a team of one or having a portfolio career. It is a common situation for founders of start-ups and for those seeking new opportunities or just a better work-life balance. But, as with any situation, being a team of one has its own risks.

While this role does come with a unique set of challenges, it also presents opportunities for growth and autonomy. Therefore, in this article, I will share more of what it means to be a “team of one,” along with some advantages, disadvantages, and practical tips to thrive in this role.

What Is a “Team of One”?

A “team of one” refers to an individual who single-handedly manages a specific department or function within an organization. Unlike traditional teams where responsibilities are distributed, a solo professional must handle multiple aspects of their role independently. This could include strategy, execution, and even administrative tasks, making the job highly demanding but also rewarding for those who enjoy autonomy and variety.

Who Operates as a Team of One?

Many new businesses have been built using an employment model that encourages solo operators. Gig-economy companies, such as Uber or AirBnB use this model, building their workforce through individuals. But it is also nothing new. Many tradespeople will be very familiar with working alone. Work agencies in various sectors expect the same. Professionals in the creative industries, such as actors and photographers, or in broader service-related roles, such as web designers and consultants, are often self-employed but may receive work through a third-party organisation.

As I alluded to, being a team of one is also nothing new for people who want to start businesses. Entrepreneurs often start as solopreneurs, and founders of large businesses often begin with an employment roster of one.

Common Roles That Operate as a “Team of One”

Here are a few more examples of roles that are increasingly being done by teams of one:

• Marketing: A solo marketer is responsible for everything from content creation and social media management to SEO and paid advertising.
• Human Resources: A single HR professional might oversee recruitment, onboarding, benefits administration, and compliance.
• IT Support: An IT specialist in a small company may manage software updates, troubleshoot tech issues, and ensure cybersecurity.
• Finance: A solo accountant or finance officer handles budgeting, payroll, and financial reporting.
• Customer Service: A one-person customer service team deals with inquiries, complaints, and customer satisfaction initiatives.

Advantages of Being a “Team of One”

There are good and bad things about working alone. Here are some of the major ones:

1. Autonomy and Decision-Making Power

One of the biggest benefits of being a solo professional is the ability to make decisions without bureaucratic delays. Since there is no need for extensive approvals, tasks can be completed more efficiently.

I want autonomy in my work, which is one reason why I find this model attractive, but it is not for everyone. Autonomy, particularly as an entrepreneur, is often a trade-off with the certainty you get in a contracted job.

2. Skill Development and Versatility

Handling multiple responsibilities enables individuals to develop a diverse skill set. A marketing professional, for example, may gain expertise in SEO, content writing, and social media management all at once.

This is another attraction for me at the personal level. I love learning, and so I get a continual buzz from facing challenges and picking up the skills to overcome them. The watch out is that sometimes if you want to progress, it is better to outsource and delegate some tasks rather than take the time to learn something new. It’s a balance.

3. Clear Accountability

Since one person is responsible for the entire function, there is no ambiguity regarding accountability. Successes and failures are clearly attributed, allowing for personal growth and recognition.

This it true to a point. When accountable to yourself, it means you also have to be brutally honest with yourself. If you are don’t truly recognise your weaknesses and failings you will struggle to find success. This is why, when working on your own, it is vitally important to get feedback and advice from external sources.

4. Stronger Problem-Solving Abilities

Being a “team of one” often means facing unique challenges. Over time, individuals develop strong problem-solving skills as they learn to navigate obstacles independently.

Again, as with decision-making, this is true to a point. As per the points above, I relish a challenge and the autonomy to learn and overcome problems, but some issues, such as highly complex problems, are best solved by having diverse inputs and perspectives.

5. Flexibility in Work Approach

Without the need to align with a team, solo professionals can structure their workflow in a way that suits them best. Whether it’s prioritizing certain tasks over others or experimenting with new approaches, flexibility is a significant advantage.

Flexibility is another big win for me, which is linked to autonomy. But as with autonomy, there is a flip-side. Operating alone often means piecing together bits of work and to maintain cashflow you often can’t easily say no to work, even when it comes at a bad time.

Disadvantages of Being a “Team of One”

1. Workload Overload and Burnout Risk

Juggling multiple responsibilities can lead to burnout, especially when work-life balance is compromised. Without a team to share the workload, deadlines and expectations can become overwhelming.

I have burnt out and it is not fun at all! When working alone it is especially important to develop a good balance in life, beyond just work-life balance.

2. Limited Collaboration and Support

Lack of team support can make decision-making difficult, especially when faced with complex challenges. Solo professionals may feel isolated without colleagues to brainstorm or share ideas with.

You can overcome this problem by calling on other people to help with particularly challenges. Building a good personal network helps to achieve this, so you can get the right support at the right time.

3. Restricted Growth Opportunities

In larger teams, mentorship and training are often available to help employees develop their skills. As a “team of one,” finding professional growth opportunities can be more challenging without direct colleagues to learn from.

When working alone I address this by actively seeking out coaches, mentors and training opportunities. Accountability is one of the pluses of being a team of one but that includes being accountable for your own development.

4. Increased Pressure and Accountability

While clear accountability can be a benefit, it also adds pressure. Any mistakes made fall solely on the individual’s shoulders, leading to increased stress.

Working alone can be just as emotional as working in a large team. Emotional regulation skills and the ability to manage stress (for example using breathing techniques) are even more vital when there is no one immediately on hand to support you.

5. Skill Gaps and Knowledge Constraints

No one can be an expert in everything. Being responsible for an entire function may lead to gaps in knowledge or expertise, requiring ongoing learning and adaptation.

I am a planner and I like to be objective about skills and personal development. That is why I use tools such as the Five Level Leadership Skill framework to help identify gaps and then overcome them.

Tips to Succeed as a “Team of One”

So, if you choose to be a team of one (or find yourself thrust into that situation), here are some top tips to succeed in this role:

1. Prioritize and Manage Your Workload Effectively

Time management is crucial when handling multiple tasks. Use productivity tools such as Trello, Asana, or Notion to organize tasks and set priorities.

I am wedded to my diary. I use a Mac and build my life around my calendar. It is colour-coded for different aspects of work and life, and I carefully construct my days, weeks and months, blocking out time for priority tasks. For example, my most productive time is my mornings, so I set aside time most days to do my most important thinking and creative work. I use my afternoons for meetings and activities less taxing to my pre-frontal cortex.

2. Automate and Streamline Processes

Leverage automation to save time on repetitive tasks. Tools like Hootsuite for social media scheduling, Zapier for workflow automation, and Grammarly for content editing can significantly enhance efficiency.

With the advent of AI there are a host of tools that can help you. You can effectively build a virtual team of bots! If you want to get an idea of the array of apps available then check out Poe.com.

3. Outsource When Necessary

If the workload becomes unmanageable, consider outsourcing certain tasks. Freelancers or virtual assistants can help with administrative work, content creation, or technical support.

There is always a cost-benefit balance to be made when choosing to either do something yourself or delegate work. But there is also an opportunity to build your network through getting help. And, this is often how teams develop and become businesses!

4. Seek Continuous Learning and Professional Development

Since a “team of one” must be adaptable, continuous learning is essential. Online courses, webinars, and industry conferences can help stay updated with the latest trends and best practices.

The pursuit of my own personal development was the genesis of creating The Right Questions website as I wanted to share my learnings with others. This is also why I developed online leadership courses to help people in similar positions.

Leadership Development: Master the Top Leadership and Life Skills

Better lead in life and work to maximise your success. Sign up and access materials for free!

5. Build a Strong Network and Seek External Support

Being a solo professional doesn’t mean working in isolation. Engage with industry peers through LinkedIn groups, professional associations, and networking events to exchange ideas and gain insights.

I have found that some key roles need to be filled if you want a really good network. You can find out more in my article on How to Create a Powerful Personal Network.

6. Set Clear Boundaries to Prevent Burnout

Balancing work and personal life is essential for long-term success. Set clear working hours and avoid overextending yourself to maintain productivity and well-being.

I learned the hard way but you don’t need to. You can read my story and my method for maintaining good work-life balance in How to Maintain Balance in Life and Ensure Success.

7. Use Data and Metrics to Justify Decisions

In the absence of a team, proving the value of your work becomes crucial. Use data analytics to track performance and demonstrate results to stakeholders.

Most apps now have some sort of analytics built in. It is worth understanding and leveraging them to help you see how and where you can improve. For example, even with just my website, I have access to data from WordPress, Google, YouTube and Semrush, all of which provide invaluable feedback.

8. Communicate Effectively with Stakeholders

Since there is no team to share responsibilities, keeping stakeholders informed is essential. Regular updates and reports can help manage expectations and ensure alignment with company goals.

As an introvert, this is not something I always do naturally. And, as with anything you don’t do naturally, you can build a habit or business process to help you. For example, I put regular markers in my diary as a prompt to reach out to people.

9. Embrace a Growth Mindset

Being a “team of one” is a learning experience that requires adaptability. Embrace challenges as opportunities for growth and continuously strive for improvement.

The world is changing so fast now, that a growth mindset is not just useful, it is essential. We are all likely to face multiple changes in our lives and work, and we will have to see the opportunities in the disruption and learn to experiment. It is all part of the learning cycle.

Embracing Being a Team of One

Being a “team of one” is a unique and demanding role that requires resilience, self-discipline, and a proactive approach. While the challenges can be significant, the opportunities for autonomy, skill development, and career growth make it a rewarding experience. By leveraging effective time management, automation, and networking, solo professionals can maximize their impact and thrive in their roles. Whether you’re currently working as a “team of one” or considering stepping into such a role, applying these strategies will help you succeed in this dynamic and ever-evolving work environment.

When I grew up, I dreamed of being a fast-jet pilot. So, when I went to a career fair at high school, I went straight to the Royal Air Force to apply to join. Unfortunately for me, due to my age at that instance, they told me to come back in a couple of years. Slightly deflated, I wandered over to the Army stand. The enthusiastic Captain manning the stand bombarded me with leaflets and opportunities. Hence, in one of those small but life-changing quirks of fate (or providence), I ended up in the army, not the air force. However, I still ended up being taught some of the pilot’s decision-making processes; as we shall see shortly.

Since leaving full-time military service I have worked in, and with, start-ups as well as being a creative and entrepreneur in my own right. And what I see is that there are some surprising similarities between the decision-making of fast-jet pilots and savvy entrepreneurs. As well as being highly driven and comfortable with risk, both must make a string of rapid choices as they manoeuvre in rapidly changing circumstances.

So, you may be at the helm of a computer rather than at the controls of a fighter jet, but I will share some lessons that will help you get ahead of the competition and set you up for better, quicker, decisions.

Be a Maverick

My love of fast jets did not die with my change of career direction. It lived on in another passion: movies. I might not have become a pilot, but I still loved films about flying. And which movie comes to mind first when you hear the words “fast jet pilot?” Probably the original Top Gun movie with Tom Cruise.

So, while we wait for the endlessly delayed Top Gun sequel (Top Gun: Maverick) to be released, how about some lessons from the real Top Gun school. Yes, it really exists!

If you have seen the first Top Gun (1986), you will remember the crazy (and cool) manoeuvre that Maverick (Tom Cruise) pulls off. He is trying to shake an enemy MiG plane that is tailing him. Maverick can’t outrun it so he does the unexpected; he applies the air brakes (thereby rapidly slowing the jet) so that the other craft rushes past before the adversary can react. Maverick ends up behind the MiG and can now attack himself.

What did he do? In cognitive terms, he got within his opponent’s decision-making cycle and therefore outmanoeuvred them. This is something that pilots are trained to do, but it was not always the case.

The genesis of Top Gun and rapid decision-making

In 1968 the United States had a problem. They were losing. Putting aside the larger strategic problems of the Vietnam war, they were also losing at a tactical level in the skies over North Vietnam. The most powerful nation on the planet, with their cutting-edge F-4 Phantoms, was losing to MiG fighters. They tried upgrading the F-4, but that did not solve the issue.

They concluded there must also be something about the pilots as well as the hardware, and therefore, in 1969, a new school was established at Miramar to study and teach new tactics. The United States Navy Strike Fighter Tactics Instructor programme (the TOPGUN school) was born. It turned around the kill-to-loss ratio in the skies above Vietnam. The United States started to win there (if not everywhere).

Key to the success of the school was the work of Air Force Colonel John Boyd. He studied pilots in their dogfights, analysing their decision-making processes. The result of his study was something called the OODA loop.

The OODA loop decision-making process model

OODA loop is a decision-making process. It is a 4-step model with OODA standing for: observe, orientate, decide, act.

Remember back to Maverick in the dogfight. He observed the enemy craft on his tail, orientated himself to the options he had available, decided to slam on the brakes, acted quickly, then started over again; observing his new position, orientating himself and acting decisively to bring the other jet into his crosshairs.

But let’s look at each step in more detail:

Observe

Observing is about situational awareness. It is the ability to gather data but, most importantly, to spot important information. This is a challenge at any time but particularly in a fast-moving situation when there are a plethora of inputs clamouring for your attention.

For the entrepreneur, the situation may not evolve as fast as duelling aircraft, but the principles still apply. In the rapidly changing and congested information space of business, it is vital to observe the critical data. That still requires situational awareness and, as with the flying environment, this ability gets better with practice and experience.

Orientate

Once vital information has been observed the next step is to orientate yourself to the factors. In psychological terms, we engage our System 1 (intuitive and fast) and System 2 (rational and slower) cognitive processes.

Neurons flare to process the data and try to make sense of what was observed. The brain seeks to identify the factors that are important and what influence they might have on the situation. Some of this happens automatically and sometimes we need to actively engage our brains.

Our experience, heritage, biases, heuristics, values, and logic all impact the way we consider the information. Not only that, but experience, training and practice make synapses fire faster to provide more, and better, options.

Decide

Having orientated to the relevant factors the next step is to decide on the best course of action.

In contrast to a pilot, an entrepreneur might not have formal training or simulations to help improve their decision-making. Therefore, it is their experience that counts most. But not all experience is equal. To properly learn from our experiences – and to make better choices – we need to reflect on our actions and analyse our decisions. If we do this and seek to understand how we did things right, or wrong, then we turn an activity into what Robert Pool and Anders Ericsson (authors of Peak) call deliberate practice. This is the key to high performance and becoming world-class at something. It is an experimental as well as experiential process but one that requires focus.

Act

Once the best course of action has been decided, it is time to act. It is the action that creates change. Whatever the judgement, the outworking has consequences. The chosen action will prompt changes to the situation. These changes in the environment (be that an enemy, competitor or customer) can then be observedand the loop begins again, prompting new decisions.

It is important to remember that deciding to do nothing is still an action. By doing nothing you cannot avoid consequences. A pilot can choose not to change his course, even if there is an enemy on his tail. Similarly, a business might observe changes in the market but may choose not to update their product or adapt their service. Whether that is the right decision will only be seen in the aftermath.

Faster decision-making

John Boyd’s aim, in developing the OODA loop, was to enable ways of speeding up the decision-making process. Through new training and procedures, it was to enable pilots to operate at a faster tempo than the enemy – to get within their decision-making cycle – and thereby defeat them.

The timeframe might be different – days and weeks for creatives rather than seconds and minutes for a pilot – but for the entrepreneur, it is also important to be ahead of the competition.

Of course, this is not only true for small businesses. It was a big organisation, the USAF, that started to lose out to the ‘small guys’ before they realised they needed to change their approach. In the same way, larger corporations are adopting the lean business techniques of the start-up.

The lean start-up

The lean start-up, a concept popularized by Eric Ries, captures the same spirit of the fast jet pilot. The learn-build-measure cycle of the lean start-up shares the same aim as the OODA loop; to speed up effective decision-making in order to give a competitive edge. This approach also has similarities to deliberate practice; it is a responsive technique, where future actions are dependent upon how they are assessed and how the new knowledge is applied for the next course of action.

This approach has been captured more formally in agile project management, but again the underlying principles are the same: remain flexible, act but then get feedback and prepare to adapt and move again. In this way, it contrasts to traditional project management where the processes to manage change within an existing plan are sluggish.

Avoid the ejector seat

Whether you are a pilot or entrepreneur, you are less likely to need the ejector seat if you can stay ahead of the competition in your decision-making. To do this you need to observe what’s going on, orientate to the circumstances, decide on an option, and then act. And once you have acted the loop starts again as you observe and measure the results of your actions to inform your next choice.

But remember, Top Gun pilots are not made overnight, and neither are successful start-ups. Entrepreneurs keep experimenting and often fail. They might have to even pull the eject handle occasionally; but they keep learning, improving what they do and going again.

So, strap yourself in and power up your computer. It’s time to buzz the tower!

(And hello to Jason Isaacs.)