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Companies have traditionally emphasized leadership competencies, not team competencies. But the transformation of an organization must begin with the transformation of its teams; team leaders and members must commit to new behaviors to escape mediocre or even merely good performance, accelerate innovation, and unleash growth. Drawing on more than a thousand assessments of teams conducted over two decades of research and coaching, the author presents a simple diagnostic that enables leaders to evaluate their teams on critical dimensions that relate to performance. He describes several practices designed to move members away from outdated behaviors and facilitate lasting, positive change: collaborative problem solving, "bulletproofing," candor breaks, red-flag replays, safe words, and open 360s. Although the examples often involve leadership teams, the practices outlined can be used at any level. They can be implemented in any context but are especially effective in virtual environments, where tools permit a broader range of collaborative practices than strictly in-person formats allow.

With more and more companies doing business in far-flung places and more and more employees telecommuting, virtual teams--those made up of people in different physical locations--are on the rise. Geographic separation can make it challenging for dispersed teammates to communicate and collaborate. But evidence suggests that if virtual work groups are well managed, they can outperform teams with common office space. Consultants at Ferrazzi Greenlight believe that four elements are crucial for success: (1) The right team. Start by assembling qualified people who can work independently and flexibly. Keep the group size small, and divide the labor appropriately. (2) The right leadership. Effective managers foster trust, encourage open dialogue, and set clear goals and guidelines. (3) The right touchpoints. Virtual teammates should meet face-to-face occasionally. This is especially useful when a project kicks off, when someone new comes on board, and when key milestones or problems occur. (4) The right technology. To maximize productivity, install easy-to-use systems for conference calling, making direct calls, sending text messages, and participating in online discussion forums and virtual team rooms.

Leaders trying to transform company culture can learn from an unexpected source: addiction treatment programs. Changing individual behavior is the key--and many of the tenets used by 12-step groups can give managers insight into that difficult challenge and how to overcome it.

Interviews with executives at top banks and research at 50 companies reveals that the best teams are candid with one another. Three ways to improve teamwork through candor and criticism are: (1) break meetings into smaller groups, (2) choose one person to deliver criticism and break silences, and (3) teach people to be less defensive about honest feedback.

Computer games aren't just for kids anymore, as Chrysler, Coca-Cola, and the U.S. Army are finding out. Whether selling cars or recruiting soldiers, games are attracting a new kind of player.