The document discusses keys to discovering how God designed individuals and building effective teams. It emphasizes understanding one's gifts, abilities, and passions in order to better serve others as part of a healthy team. Healthy teams empower each member by defining roles and purposes, recognizing individuals' gifts and needs, and fostering teachability, engagement, and service. They delegate tasks with responsibility, accountability, and avoid micromanaging, allowing members to fully utilize their talents. Effective performance management establishes high standards for all while avoiding excessive rules or placing undue burden on leaders.

2.  D - desire
 E - experience
 S - spiritual gift
 I - individual style
 G - growth phase
 N - natural abilities

3. The key to discovering how God
designed you in the first place is to seek
ways to fulfill that design as members of
a healthy team.
When we come to a fuller
understanding of ourselves, we are
better able to serve others.
There is joy in the process for all who
choose to take this step forward in
earnest pursuit of their gifts, abilities,
passions, dreams, and desires.

4.  A healthy team empowers each
member of the team, making sure
everyone knows his or her role and
purpose.
 If individual team members are unsure of
their gifts and abilities, it’s important for
the leader and the team to recognize
this and help dispel the confusion.

5.  Teachability – an openness to continual
learning and growth
If a person joins the team and has an
attitude that reflects any sense of
haughtiness or pride, it will hurt team
camaraderie and ultimately damage
team effectiveness.

6.  Wonderful team members – are those
who are easy to get along with, helpful,
fully engaged, willing to serve,
teachable, and servant-hearted in
every way.
 Wandering team members – are those
who have a differing view to offer on
most issues, tend toward negativity and
a complaining spirit.

7.  Wondering team members – are those
who said yes to join the team but are still
a bit suspicious or curious about the
team. They still need to be convinced of
the mission and need to be empowered
to join the center of the team life fully
engaging in the work of the team.

8.  Team members who are delegated
tasks without responsibility are limited in
their ability to accomplish their jobs.
When team members are asked to fulfill
a role and a defined duty and are
entrusted to complete their work without
others looking over their shoulder or
micromanaging their daily routines, they
are empowered.

9.  Once tasks are delegated, every team
needs to know that he or she will be held
accountable to complete the agreed
upon assignment. When healthy
accountability is in place, team
members become exponentially more
effective in the full utilization of their gifts,
abilities, passions, and calling.

10.  creates resentment among team
members who have different standards
of performance;
 encourages mediocrity;
 misses deadlines and key deliverables;
 places an undue burden on the team
leader as the sole source of discipline.

11.  ensures that poor performers feel pressure
to improve;
 identifies potential problems quickly by
questioning one another’s approaches
without hesitation;
 establishes respect among team members
who are held to the same high standards;
 Avoids excessive bureaucracy around
performance management and corrective
action