A CEO once handed me the book How Google Works during my first week on the job and told me it was to be the basis for how we ran his company. He hoped that copying what Google had done almost two decades prior would unlock the magic of a highly motivated, high-performing, hypergrowth team. I was quick to remind him that we had an entirely different business model, and it was not 1998.

There is no ‘one-size-fits-all’ strategy for building an effective team, and advice on the subject is often counterintuitive to common understandings of productivity. We want things quickly, in ways we can reproduce predictably. But we need to shake these industrial revolution ideas and make room for innovative, fast-moving practices that better reflect our nature as creative, connected humans at work.