This article is part of a seven-part series inspired by What Color Is Your Parachute?, Richard Bolles’ classic guide to finding work that fits who you are. In his “Flower Exercise”, each petal represents one element of a fulfilling career: the skills you love using, the people you work best with, the environment that helps you thrive, your values, interests, geography and preferred level of responsibility. You can start anywhere or follow the series as each article stands alone, but together they form a single flower.

The second petal of the Flower Exercise focuses on people: the kinds of personalities, values and working relationships that bring out your best. It is easy to assume that professional satisfaction depends mostly on the nature of the work, yet research consistently shows that relationships at work are one of the strongest predictors of fulfilment and resilience.

In a study by Gallup on employee engagement, people who reported having a close friend at work were significantly more likely to be productive, innovative and loyal to their organisation. Connection matters not only for belonging but for performance.

Discovering My People Pattern

I have learned that I do my best work alone. I am naturally introverted and happiest when I can think, create and move at my own pace. Other people are important to me, but mostly when collaboration has a clear purpose. I value expertise, competence and independence.

Medicine suited this side of me. The work was often solitary. Patient lists were divided and each doctor managed their own wards before reporting back to whoever was guiding their training. I liked that independence. I could focus, get through the work and measure my contribution by results rather than by constant discussion.

Later, when I moved into supply chain as a senior buyer, I found the same satisfaction. No one else shared my exact role, which gave me the freedom to experiment and make strategic decisions. That independence allowed me to achieve dual suppliers for all major raw materials and excipients, which strengthened our negotiating position. It felt good to be able to be creative in a structure that made a difference.

The most collaborative team I have ever worked with was my last one in HIV medicine. Everyone was an expert in their own area and trusted the others to deliver. That trust made collaboration efficient. I was valued as the medical advisor, and together we built plans that addressed both patient needs and the market as a whole. It was a rare experience of true partnership, where each person brought depth and a genuine openness to others.

With each role, I have become clearer about how I work best. I am at my strongest when I have space to think independently, access to capable colleagues when needed, and mutual respect built on expertise. I do not need constant connection, but I thrive on purposeful alignment. That, for me, is what good teamwork looks like.