Summary:
Start by identifying and intentionally growing the critical skills for each role (technical, relational, business). Use “deliberate practice” and help each team member find/develop their “zone of genius.”

GO DO:

1. Define Success Skills for Each Role – List 4–6 key skill areas per role.

2. Assess Current State – Have each person self-rate and get manager feedback.

3. Identify “Superpowers” – Surface and communicate everyone’s #1 area of mastery.

4. Create a Development Sprint – Design 30-60-90 day learning/action plan per person.

5. Integrate Skills into Routine – Start each team meeting with a short skill-share.

6. Track and Celebrate – Publicly celebrate “level ups” in skill; build recognition around growth, not just static excellence.

Summary:
Skills are "what people do"; behaviors are "how they do it." The SCARF model (Status, Certainty, Autonomy, Relatedness, Fairness) helps decode motivation and ego—deal with threat/reward responses at the root.

GO DO:

1. Teach the SCARF Model – Run a workshop or meeting discussing what triggers each SCARF domain.

2. Review Behaviors in Feedback – Include behaviors (not just outcomes) in performance reviews.

3. Apply “Threat/Reward” Awareness – When troubleshooting problems (engagement, conflict), ask: “Is this a threat to someone’s status, certainty, autonomy, relatedness, fairness?”

4. Minimize Threats, Maximize Rewards:

   • Give feedback privately (status), set clear expectations (certainty), delegate and give choice (autonomy), build inclusion (relatedness), and ensure fair processes/practices (fairness).

5. Add Team Rituals for Behaviors – For example, “no-blame” retros, recognition for collaboration, or celebrating mistakes as learning.

Summary:
Virtues (respect, integrity, accountability, customer obsession, inclusivity) underpin trust and collective direction—beyond what is explained in SCARF. If SCARF is the “surface,” virtues are the “bedrock.” “Tripwires” indicate when issues move from psychological to values-based.

GO DO:

1. Co-create “Team Agreements” around top virtues—write, sign, reference them.

2. Integrate Virtues into Hiring/Reviews – E.g., score candidates or promotions on alignment with team virtues.

3. Spot and Address Tripwires: Teach managers to detect when values/virtues are under threat (e.g., repeated unfairness becomes a trust issue).

4. Share Stories of Virtue in Action: Make a regular habit of highlighting when team members live out virtues.

5. Regularly Revisit Purpose: Ask “Are we aligned with our purpose and virtues?” at key project milestones or planning sessions.

Summary:
Explains collective intelligence as the “magic” where teams outperform the sum of their parts. Focuses on shared purpose, psychological safety, structured collaboration, and the role of diversity and growth mindsets. Warns against destructive competition, advocating for positive, skill-building rivalry.

Go Do’s:

• Define and share your team’s “why”: Revisit and clarify purpose with your team.

• Check Psychological Safety: Use anonymous surveys or open discussions on team safety.

• Pair up veterans and rookies: Promote knowledge transfer via mentorship.

• Celebrate collective achievements: Prioritize group accomplishments over individual ones.

• Balance competition: Design “friendly rivalries” and reward collaborative effort.

Summary:
Outlines actionable leadership pillars: model, coach, care, clarity, energy, delivering success, feedback, accountability, authenticity, and cardinal virtues (prudence, fortitude, justice, temperance). Championing servant leadership, the chapter emphasizes a leader’s role as enabler, not hero.

Go Do’s:

• Audit yourself: Reflect on which of the 10 pillars you embody well and where you need growth.

• Lead visible habits: Pick a behavior (e.g., public recognition, clarity, vulnerability) and consistently model it this month.

• Adopt a servant-leader mindset: Ask, "How can I help you succeed?" in 1:1s.

• Set up feedback loops: Regularly ask for “start, stop, keep” feedback from your team.

Summary:
Defines influence as the invisible but vital export of high-performing teams. Outlines how leaders shape team and organizational culture through intentional connection, empathy, trust, and the modeling of positive, proactive behaviors.

Go Do’s:

• Inventory your influence: List the daily ways your actions shape team culture—for better or worse.

• Consciously foster trust: Make small, daily gestures (listening, transparency, encouragement).

• Promote peer influence: Encourage team members to share expertise and celebrate each other's contributions.

• Reflect on legacy: What kind of influence/brand are you—and your team—leaving?

Summary:
Explains the correct role of metrics and outputs. Warns against output-only leadership, advocating for balanced scorecards that measure outputs, learning, culture, and impact. Outputs are symptoms of a healthy or unhealthy team model.

Go Do’s:

• Balance metrics with culture: Regularly evaluate if your current KPIs align with your team’s values.

• Review and adapt KPIs: Audit existing measurements and replace any that incentivize poor behaviors.

• Celebrate team wins: Use rituals and storytelling to highlight teamwork, not just individual contribution.

• Implement an ORA cycle: Observe, reflect, and adjust metrics/approaches quarterly.