An American financial services executive was appointed the managing director of one of its foreign offices. Because he was an outsider, he was viewed with skepticism. Rather than jump in with all kinds of changes, his first acts were just to get to know people—who they were, what motivated them, what things they liked to do, and what they thought they could do collectively to achieve things. These early acts of relying on “local experts” quickly earned him respect and enabled all of them to significantly improve services.OBJECTIVESAs a result of completing the worksheets in this chapter, you’ll be better able to:• Build supportive relationships with your project team members• Develop the competence and confidence of team members• Develop cooperative working relationships among team members• Connect team members to the people they need to get extraordinary things done