The team effect, which is developed via the methodical establishment and growth of teams, is a vital competitive advantage for any firm. The following are the key team effects:

• a significant level of individual responsibility and involvement in reaching the goals;
• acceptance of connectivity;
• unofficial leadership of the leaders;
• flexibility, adaptability, and willingness to change;
• the pervasiveness of non-material forms of motivation;
• the prevalence of non-material types of motivation;
• a high level of confidence between team members;
• all team members understand and share the same norms of behavior and activities;
• an emphasis on high performance and efficiency;
• putting teamwork aims ahead of personal ones;
• proactively pooling resources to achieve a common goal;
• a well-developed corporate culture

The creation of team effects should be systemic, and these processes can be based on strategies like team spirit growth and teamwork skills development. Those strategies that are aimed towards the creation of team spirit often include:

• growing loyalty, dedication, and encouragement for joint activities;
• forming and developing informal, meaningful, and constructive relationships and interrelationships;
• rising the unofficial authority of the leaders;
• forming and developing experience of joint productive actions;
• bolstering a feeling of belonging, a sense of «we»;
• the development of trusting relationships in the team, as well as an increase in the level of acceptance of each other by all team members;
• separation and acceptance of corporate philosophy through the formation of lively and vivid joint stories and activities.

Methods aimed at developing teamwork skills include those that contribute to the formation and development of skills such as:

• the skill of setting common goals and objectives and taking responsibility for achieving the set goals;
• the ability to flexibly change leadership styles that are relevant to the specifics of the tasks, i.e. the ability to tie leadership to specific tasks;
• the formation and development of skills associated with constructive interaction and self-management - self-discipline, self-regulation, etc.;
• skills related to the effectiveness of using the strengths of the team members, taking into account the peculiarities of their role-playing behavior in the team;
• skills related to the effective transfer and translation of knowledge and experience, both within the team and outside.

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The development of the team should be of a systematic nature, this is the only way in which companies can reach the team effect, such processes should be embedded in the day-to-day activities, and to increase efficiency there may be specific activities or specialized programs aimed at the development of the team effect.