And an essential component of high-performing teams is a leader who is both a savvy manager and a caring coach.

This is critical for effective coaching; a good coach doesn’t hide the stuff that’s hard to talk about—in fact, a good coach will draw this out. He or she gets at the hard stuff.

If you are creating a high-performing team and building for the future, you need to hire for potential as well as experience.

This touchy-feely stuff isn’t in the manual,” Bradley says. “It’s so easy to get wrapped up in the work of what we’re producing, and not how we’re doing it. But leading teams becomes a lot more joyful when you know and care about people. It’s freeing.

Academic studies point out that there is a “compensation effect” between warmth and competence: people tend to assume that people who are warm are incompetent and those who are cold, competent.