- the implementer, who converts the team’s plan into something achievable;
- the coordinator, who sets agenda defines team-member’s roles and keeps the objectives in view;
- the shaper, who defines issues and shapes ideas;
- the resource investigator;
- the monitor evaluator;
- the team worker;
- the completer finisher.

Some organizations are more hierarchical and less democratic than others, and team members are obviously expected to behave more deferentially in the former. Senior managers there have the traditional leader’s role: what they say goes. In other organizations power is more devolved and managers talk about, or at least pay lip service to, the empowerment of those under them the idea that decision making should be decentralized to members of their teams.

In virtual organizations people are brought together for a particular project and then disbanded. Here the role of selector facilitator is crucial.

The typical team goes through a number of stages during its existence.

1. Forming. The group will be attempting to discover how it is going to operate.
2. Storming. The atmosphere may be one of conflict, which rebellion against the leader, conflict between sub-groups and resistance to control.
3. Norming. They feel closer together and the conflicts are solved or at least forgotten.
4. Performing. It is carrying out the task for which it was formed. Members feel safe enough to express differences of opinion in relation to others.
5. Mourning. The group is disbanded.

To build the team you need to know what your strengths and weaknesses are. There are measures that need to be taken before you can get the most out of a team:

- open communication,
- measuring progress against goals,
- leadership,
- common goals with challenging targets,
- involvement of all team members,
- conflict resolution.