[MUSIC] Third, you want to establish an enabling structure. So this means that's basically, you have everything in your team that you need. You will want to make sure that the tasks or the different activities that people do in fact align, that they all achieve to the same thing, that you have the right team members, that you have the capabilities, the skills, the knowledge, the experience. Everything that you need basically on the team. Fourth, you will want to make sure you provide contextual support. So what do we meaning here is that your team basically functions within a larger setting. Typically our teams are embedded in organizations, in clubs in study directions. You will want to make sure that that context outside of the team in fact helps the team achieve its purpose. So if as a team leader you emphasize very much a collective goal, a collective vision. But the reward system of your organization is designed around individual performance this may make it hard for your team to really engage in that collective effort. Because people will be at the same time thinking about their individual bonuses, their individual outcomes. Whereas what you want is having them think about the team outcome and the team achievements. Fifth, have some expert team coaching. It's not impossible for a team to do everything by themselves. For sure, if you have very mature members. If people are really used to working together, things may run automatically. But for many teams, in fact, having a team coach every now and then is really helping. Of course our soccer teams, if we think back on FC Barcelona, the role of the coach is very prominent. We see it very clearly, we see them being there, maybe outside of the field but on the line being part of the team, making key strategic decisions. But this is not always the case. If you think about the teams that you have worked in, in an organization, in your studies, in your sports, do you have a coach? Do you have someone who helps you every now and then to keep things in the right perspective? And Richard Hackman suggests that, in fact, there are particular moments in the life of a team where team coaching may be even more helpful than others. Which are the beginning, when your team comes together, and you're settling, you're trying to arrange everything. The mid-point which is often when your team tries to make key strategic decisions and may change things. And also at the end when in fact the team may have accomplished a certain project, times up, the team may continue working on other projects but maybe the team is abandoning. And this is a moment in which a team coach can have the role to establish learning. To reflect on what has been going on and to make sure that the individual team members save the learning and reflections for their future teamwork. So with these five conditions as a team leader you can increase your chances that your team will work well, and I would even say considerably increase the chances. So, you don't leave it up to magic, to automatic synergy or anything that you hope just happens. This is a very structured way in which you can start thinking about the design of your team. With that let's continue to the second question which is, who should be on the team? Who should be not? Let's continue with that. [MUSIC]