The SAS contains individuals who are natural leaders and instinctive team players, who have enough self-confidence to rely on themselves and to take feedback from others, who are secure enough to ask for help and give help to others, who relish accountability rather than ducking it: true leaders of men.
> Lead the team

For high-performance by a team under intense time pressure and limited resources, clarity of individual roles and responsibilities is the basis for ensuring everything that needs to get done actually gets done by the most qualified and often specialist team member, leaving no confusion as to who is accountable for what.. > Shape the environment for success

Great talent is by its very nature highly combustible and therefore inherently unstable. The best talent, mismanaged, can push a team close to breaking point, even drive it apart. The challenge is in containing and channelling the fission, to build cohesion and keep the team of the very best together. > Build cohesion

In situations where all participants – however talented, experienced or qualified – need to be involved and engaged, a sense of fairness in the way team members are treated is essential to ensure that all of them give their fullest commitment and effort. Favouritism and special treatment breeds resentment and cultivates mistrust. > Master conflict

Teams going from zeroes to heroes need to do more than spend money. They must change critical team members, review their approach to collaboration and embed the change into a new team culture. Team conscientiousness is what separates individual champions from those who can be part of a winning team.
> Adapt or die