Intelligence professionals are commonly viewed as solo operators‎.‎ But these days intelligence work is mostly about collaboration‎.‎ Interdisciplinary and even inter‎-organizational teams are necessary to solve the really hard problems intelligence professionals face‎.‎ Tragically‎,‎ these teams often devolve into wheel‎-spinning‎,‎ contentious assemblies that get nothing done‎.‎ Or members may disengage from a team if they find its work frustrating‎,‎ trivial‎,‎ or a waste of their time‎.‎ Even teams with a spirit of camaraderie may take actions that are flat‎-out wrong‎.‎ But there is also good news‎.‎ This book draws on recent research findings as well as Harvard Professor Richard Hackman‎'‎s own experience as an intelligence community researcher and advisor to show how leaders can create an environment where teamwork flourishes‎.‎ Hackman identifies six enabling conditions such as establishing clear norms of conduct and providing well‎-timed team coaching that increase the likelihood that teams will be effective in any setting or type of organization‎.‎ ‎.‎ Although written explicitly for intelligence‎,‎ defense‎,‎ crisis management‎,‎ and law enforcement professionals it will also be valuable for improving team success in all kinds of leadership‎,‎ management‎,‎ service‎,‎ and production teams in business‎,‎ government‎,‎ and nonprofit enterprises‎.‎