Introduction: What We Have Learned Originally written in 1993, this edition written in 2003 has additional insights from 10 years of working with teams. The authors see more pragmatism on the subject, less thoughtless rushes to a fad movement. Top leaders are seeing that teams also apply to themselves, at the top of the business. They see the core aspect as discipline, not the management fad du jour. The discipline for team performance has 6 basics: team size, complementary skills, common purpose, performance goals, commonly working agreements, and mutual accountability. The desire to be a team is not sufficient - one must have performance centric outcomes as the objective. Leadership is more important at the beginning - but not the primary determinant of success. Most organizations have untapped potential in team performance. The organizations performance ethic makes the difference between one-off success and widespread org...