Teams work best when they understand how each individual works best.

people aren’t doing something right,” Crosby asserted, “that’s not a problem with them. It’s a problem with the training.”10

One of the simplest and most powerful ways to build empathy and connection with someone else is to show appreciation. So, it’s not surprising that research suggests high-performing teams express significantly more gratitude to each other than other groups. In addition, increasing expressions of gratitude on a team also increases the openness to hel

that they signal for help differently and offer suggestions differently. And when everyone on the team gives up trying to create uniformity and instead seeks to empathize with the team’s diversity, that’s when they start to truly perform to their potential.

Pal’s employees aren’t just trained and set loose; they’re retested often—or, as Crosby likes to put it, “recalibrated.” Every day, at every store, a computer randomly assigns a few employees to a pop quiz that will retest them on one of their jobs. The quizzes are handed to the employees at the beginning of their shift, and they have until the shi

But closing every day with a win gives them something to celebrate—and a small reminder that they’re making progress on work that matters.

there’s a good chance your team needs a few reminders about what is actually a priority, and what just appears to be so. Too many false priorities create ambiguity. And ambiguity is the enemy of clarity (not really, it’s actually just the antonym of clarity, but the point is still the same).

Knowledge is power. And one way to measure the amount of trust on a team is by

And when you build psychological safety and prosocial purpose, you start getting the best effort from your team because they know they can experiment and take risks, and they know how their work makes an impact—just like the Savannah Bananas did when they gave their players and staff room to experiment in the service of serving fans. When you build