Don't hold elite performers to the same activity metrics as the rest of the team. Instead, grant them autonomy while explicitly stating they are not exempt from being a team player. This builds trust and respect, allowing them to focus on results without undermining team morale.

The power of a high-performance group isn't just about being pushed by others. The act of serving, coaching, and cheering on your peers taps into a 'helper brain' psychology that reignites your own passion and makes difficult work feel less like a chore.

Organizational success depends less on high-profile 'superstars' and more on 'Sherpas'—generous, energetic team players who handle the essential, often invisible, support work. When hiring, actively screen for generosity and positive energy, as these are the people who enable collective achievement.

Focusing on individual performance metrics can be counterproductive. As seen in the "super chicken" experiment, top individual performers often succeed by suppressing others. This lowers team collaboration and harms long-term group output, which can be up to 160% more productive than a group of siloed high-achievers.

A "team brag session"—where each member publicly praises a colleague—is counterintuitively more beneficial for the giver. While the recipient feels respected, the act of recognizing others elevates the praiser's own morale and strengthens team bonds.

Achieving extraordinary results requires extraordinary, often exhausting, effort. If your team ever finds themselves in their comfort zone at work, they are making a mistake. This high-intensity environment is easier to maintain when the company is clearly winning, providing leadership with "air cover" to demand more.

This philosophy reconciles individual ambition with team goals. Coach Brian White encourages players to be maniacal in their personal efforts and competition ("compete selfishly") but then to contribute the fruits of that effort back to the team without reservation ("give selflessly").

Shift your leadership mindset from extraction to contribution. Success as a boss or investor isn't maximizing your return from an employee; it's being a net positive force where people gain more from the relationship than you do. This generosity builds loyalty and defines true victory in leadership.

Human intelligence evolved not just for Machiavellian competition but for collaboration. When groups compete—whether ancient tribes, sports teams, or companies—the one that fosters internal kindness, trust, and information sharing will consistently outperform groups of self-interested individuals.