Among the many leadership styles researched and written about in the milieu of articles and books every year, one that receives little attention is “high-say-low-do” leadership. While not a style that many aspire to emulate, it is nonetheless one of the most pervasive. One particularly significant example is what gets said about team development versus what gets done. Virtually every leader touts a deep belief in teams and teamwork, and preaches the importance of it. The research that supports their enthusiasm is incontrovertible. Yet, most organizations do little to train their team leaders, especially first-level leaders, in how to develop and maintain high performance teams.