You now know that when a CEO sets out to build a great company, all she can do—and it’s a lot—is strive to build more and more teams like her company’s best teams.

The more frequently and predictably you check in with your people or meet with your team—the more you offer your real-time attention to the reality of their work—the more performance and engagement you will get.

More specifically, we follow leaders who connect us to a mission we believe in, who clarify what’s expected of us, who surround us with people who define excellence the same way we do, who value us for our strengths, who show us that our teammates will always be there for us, who diligently replay our winning plays, who challenge us to keep getting better, and who give us confidence in the future.

One way to think of these results is to imagine a team leader having three distinct jobs. Her first is to ensure her team members feel connected to the purpose and future of the company, even though she may not directly define those. Her second is to ensure that her team members, as a group, understand and support one another. And her third is to ensure that her team members, individually, understand what’s expected of them and how they can do their best work now and in the future, all while feeling recognized for who they are.

The subtlety here is that, as we saw above, the feeling of enthusiasm about a company’s mission, and confidence in its future, still vary team to team. In other words, our experience of our company is significantly mediated by our experience of our team.