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This book’s journey started a long time ago, in a classroom in a small town called Dole, in France. When I was in primary school, from age six to age eleven, I was extremely shy and spent a lot of time observing my classmates. As I was watching my friends work on school projects in groups, I noticed how certain groups of children seemed to always complete their class projects on time, while others were always late or needed help from the teacher. At the time, I didn’t really understand why this happened, but I was certainly very interested in these dynamics. A few years later, as I started university, me and my fellow students often had to work in groups to complete work assignments that were part of our curriculum. Again, I quickly noticed that these research projects were completed earlier and scored better grades when completed by certain groups of students, while other groups of students were often late and scored lower grades. I wasn’t quite sure what ‘magic’ made some teams work better than others, but I was fascinated by my observations. The best teams were not just made up of smarter students; in fact, some of the best teams had some students that were only average as individuals. Likewise, some of the worst performing teams had some excellent students in them, so a team’s success was not linked to the quality of each individual. Shortly after university, I started working for a few technology companies in London, and I was curious to see if companies had figured out how to make all teams perform well at the same time. Instead, I was shocked to see that each team had their own way of operating and that each department could produce completely different results from one another, with some exceeding their targets and some struggling with their targets. For example, in one company, which was a software vendor, the sales team had not hit the sales target for the last three quarters and had a high employee turnover; in contrast, the software engineering team consistently shipped new software updates and new software features on time, with excellent customer feedback and almost no employee attrition. These differences in team performance from one team to another were consistent among all organizations I worked with. When I asked around as to what management principles managers were using, I only received vague answers, and it appeared that most managers and team leaders were not following any specific method. Although I learnt a few principles about team management during my time working for technology organizations, I still felt like something was missing in the way people were being managed. I continued to work for a few other technology companies and went on to watch team after team never quite reach their full potential. Some of the teams I worked for had a very difficult culture, whereby team members, including myself, didn’t feel safe to contribute to new ideas without fear of being ridiculed or penalized.