Every → leader has both a task to complete and a → team    to → lead. Leaders must not only produce their personal best. The leader must work as the team member who gets the top → results from the whole team. Managers should learn to become → team players. Middle managers have to be team members and → coaches. Take steps against those managers who wouldn't learn to become team players.   

Set up a shared and worthwhile goal
Unleash huge stores of positive → energy by making people feel that they really are contributing members of a team that is working toward a shared and → worthwhile goal. Welch called them "rewards for the soul" (that need to be accompanied by "rewards for the wallet.")

Behave positively
You must behave positively if you wish to get positive results from your team. If your behavior is negative you will achieve only mediocre results. Positive behaviors include: living the values; being an → entrepreneur; hitting high targets; starting decisively; embracing change; doing what you say; staying focused; managing on the facts; forgiving → honest error; and organizing yourself.

Help junior executives become future great leaders
"The biggest advice I give people is you cannot do these jobs alone. You've got to be very comfortable with the brightest human beings alive on your team. And if you do that, you get the world by the tail... Always get the best people. If you haven't got one who's good, you're short-changing yourself." 

Build diverse cross-functional teams
Welch gives a hypothetical example. "Assume there is a multifunctional business consisting of engineering, → marketing, and manufacturing components. And the business has the best manufacturing person it has ever had – someone with excellent numbers, who produces high-quality goods on time. "But this person won't talk with people in engineering and manufacturing. He won't share ideas with them, and won't behave in a boundaryless way with them. But now we're replacing that person with someone who may not be quite a perfect but who is a good team player and lifts the team's performance. Maybe the predecessor was working at 100% or 120%, but that person didn't talk with team members, didn't swap ideas. As a result, the whole team was operating at 65%. But the new manager is getting 90% or 100% from the whole total. That was a discovery."  >>>   

Facilitate cross-pollination of ideas
Managers and other employees must act boldly outside functional boxes and traditional lines of authority in a climate of → learning and sharing. → Brainstorm frequently. Bring in outside speakers to your meeting. Take long coffee breaks so people can swap ideas.