There is no shortage of shared initiatives in an organization. Different areas have common platforms. Shared intelligence reduces costs, increases efficiencies, produces innovative solutions and ultimately serves the larger enterprise.

We all get this. Why, then, do so many leaders struggle when it comes to their team’s ability or willingness to function as a cohesive unit?

First off, compensation is most often structured as individual incentives. In other words, employees are rewarded for what they can do and how they can win. Targets are based on individual metrics. So although helping your peers is part of the company’s value proposition, the compensation scheme also creates a competitive environment where looking out for yourself is a key motivational driver.

Secondly, working with others slows us down. You need to lobby for support, socialize your ideas and adjust to pushback. This, in the short term, seems arduous, so many leaders just decide to circumvent their peers and do the work or make decisions on their own instead.

And lest we forget ego. Big egos seem to suggest they know more, are smarter and are better equipped. Of course, this is so not true. They may possess certain knowledge, but so do their peers who also earned a seat at the table.

You probably recognize this kind of leader. They like to take all the glory. All ideas are their brainchild. They love to be at the front of the room, attempting to garner all the medals. In this effort, they lose the respect of their peers, and before long, senior management deems their behavior as not reflective of company values.

Then there are leaders who enjoy being contrarians. They like to stir things up, whether they seek out conflict or have a high need for control. These leaders have little motivation to partner.