As difficult as it is to build a team, it is not complicated. In fact, keeping it simple is critical, whether you run the executive staff at a multi-national company, a small department within a larger organization, or even if you are merely a member of a team that needs improvement.

Success comes only for those groups that overcome the all-too-human behavioral tendencies that corrupt teams and breed dysfunctional politics within them.

An organization's strategy is simply its plan for success. It's nothing more than the collection of intentional decisions a company makes to give itself the best chance to thrive and differentiate from competitors.

Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.

Building a strong team is both possible and remarkably simple. But is painfully difficult.

If you’re not interested in getting better, it’s time for you to stop leading.

Achieving vulnerability-based trust (where team members have overcome their need for invulnerability) is difficult because in the course of career advancement and education, most successful people learn to be competitive with their peers, and protective of their reputations. It is a challenge for them to turn those instincts off for the good of the team, but that is exactly what is required.