T eams are created to tackle difficult issues and tough organizational problems. Invariably, the solutions that teams develop result in active transformations that disrupt the status quo and personal agendas—including, sometimes, removing people from their positions of power. Consequently, there is a natural tendency for individual team members to resist pending changes.

The main challenge when leading teams is to allow the full complexity of individual personalities, talents, qualities, and insights to emerge. These must be actively harnessed in order to achieve major team objectives.

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