Before I learned to create a little distance between what I felt and what I needed to express at work, I let too many of my worries and fears leak into my voice and into my daily interactions. Your team amplifies your mood, so when I was frustrated, those feelings rocketed around the office and came back tenfold. The more upset I got with our lack of progress, the more those frustrations infected the rest of the team. So I had to learn to modulate myself. To crank my personal style down a couple of notches to establish an effective management style.

Running a team is hard because it ultimately boils down to people, and all of us are multifaceted and complex beings. Just like how there is no one way to go about being a person, there is no one way to go about managing a group of people.

And yet, working together in teams is how the world moves forward. We can create things far grander and more ambitious than anything we could have done alone. This is how battles are won, how innovation moves forward, how organizations succeed. This is how any remarkable achievement happens.

I believe this as deeply as I believe anything: Great managers are made, not born. It doesn’t matter who you are. If you care enough to be reading this, then you care enough to be a great manager.

As a manager, you are judged on your team’s outcomes, so your job is to do whatever most helps them succeed. If your team is lacking key skills, then you need to spend your time training or hiring. If someone is creating problems for others, then you need to get him to stop. If people don’t know what they should be doing, then you need to construct a plan. A lot of this work is unglamorous. But because it’s important, it must be done, and if nobody else does it, then it falls to you.

This is why adaptability is a key trait of great managers. As your team changes—whether it’s goals shifting, people joining or leaving, or processes evolving—what you do every day will also change.

Repeatedly talk about your values so that everyone understands what great talent looks like. And, above all, make it clear that building the team isn’t just one person’s job, it’s everyone’s job.

Your team’s culture is like its personality. It exists whether or not you think about it. If you’re not satisfied with how your team works together—maybe the vibe feels hostile instead of helpful, maybe it takes a long time to get things done, or maybe there’s constant drama—it’s worth examining why this might be and what you can do about it.