“I have some quibbles with that. Employees with obligations that take them out of the office at a strict time every day are no more or less engaged than those who are willing to stand around and chat. The larger point, however, is still a good one. Most gelled teams have a sense of camaraderie that makes them joke together, get coffee, share lunch, and feel friendly toward one another. They may have obligations they respect, and passions outside of work, but they don’t view their team as something they’re eager to escape every day. The real goal here is psychological safety—that is, a team whose members are willing to take risks and make mistakes in front of one another. This is the underpinning of a successful team. The work of gelling a team begins by creating the friendliness that leads to psychological safety. You can encourage this by taking the time to get to know people as human beings and asking them about their extracurricular lives and interests. Let them share what they feel comfortable sharing. Ask how their child’s birthday party went, how their ski trip was, how their marathon training is going. This is more than empty small talk; it fosters relatedness, the sense of people as individuals and not just anonymous cogs.”

不同的人完全可以有不同的工作时间和社交风格，有些人喜欢和同事社交，有些人更喜欢回家。但要建立的是作为一个团队，大家都能够安心的犯错，能够适度的关心对方的工作和生活，作为团队中的一个人而不是一个机器中的一颗螺丝。

“Beyond you personally cultivating relatedness, you want your teams to have their own relatedness among themselves. When companies talk about hiring for “culture fit,” they often mean they want to hire people they can be friendly with. While this can have some unwanted consequences, such as discrimination, it comes from a wise place. Teams that are friendly are happier, gel faster, and tend to produce better results. I mean, do you really want to go to work every day with a bunch of people you hate? This is why those who undermine team cohesion are so problematic. They almost always behave in a way that makes it hard for the rest of the team to feel safe around them. We refer to these employees as “toxic” because they tend to make everyone who comes into contact with them less effective. Dealing with them quickly is an important part of managing well.”

团队文化是从每天的行为中体现出来的，而不是挂在墙上的标语。如果大家工作中都互相争夺功劳，那即使倡导团队协作也只不过是空话。同时要注意的是如果某些人对团队文化和士气起到了很大负面作用的话，要及时采取行动。

“The best way to avoid brilliant jerk syndrome is to simply not hire one. Once they’re hired, getting rid of brilliant jerks takes a level of management confidence that I think is uncommon. Fortunately, these folks will often get rid of themselves, because even though you may not have the guts to fire them, it’s unlikely that you’ll be stupid enough to promote them. Right? Let’s hope so.”

“The best thing you can do for your team, in the context of having a brilliant jerk, is to simply and openly refuse to tolerate bad behavior. This may be one of the few instances where “praise in public, criticize in private” is upended. When a person is behaving badly in a way that is having a visible impact on the team, and a way you don’t want your culture to mimic, you need to say something in the moment to make the standard clear. “Please do not speak to people that way; it is disrespectful.” You’ll want to have tight control of your own reaction because delivering this in public is walking a fine line. If you seem emotional, it may undermine you. The offender may write off your feedback as just emotion, or you may come off as picking on the person. Keep the feedback neutral but to the point if you are going to deliver it in the moment, in public. Note that this approach should only be used for behavior you feel is detrimental to the whole group. If you just think the person is undermining you personally, discuss it in private. Your first goal is to protect your team as a whole, the second is to protect each individual on the team, and your last priority is protecting yourself.”

这是很好的建议。对整体有负面影响的时候要及时当场制止，而且要就是论事，如果对团队某个人有影响的时候，也要当场制止，但对自己的时候可以考虑私下聊。