The Links to Team Performance

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Think about the last time your organization celebrated a major goal. The focus was probably on numbers, such as revenue, margin, retention, or market share. It is easy to forget that behind every metric is a relationship, a conversation, a promise kept, or a trust broken. The differentiator between organizations that sustain momentum and those that stall is not strategy or structure but rather how people relate to one another under pressure.

Think about the last time your organization celebrated a major goal. The focus was probably on numbers, such as revenue, margin, retention, or market share. It is easy to forget that behind every metric is a relationship, a conversation, a promise kept, or a trust broken. The differentiator between organizations that sustain momentum and those that stall is not strategy or structure but rather how people relate to one another under pressure.

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For more than a century, research has told the same story. From Hugo Münsterberg's Psychology and Industrial Efficiency to Amy C. Edmondson and Michaela J. Kerrissey's "What People Get Wrong About Psychological Safety," the evidence is consistent and overwhelming: Performance follows relationships.

For more than a century, research has told the same story. From Hugo Münsterberg's Psychology and Industrial Efficiency to Amy C. Edmondson and Michaela J. Kerrissey's "What People Get Wrong About Psychological Safety," the evidence is consistent and overwhelming: Performance follows relationships.

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Across eras and industries, the pattern holds. Elton Mayo's Hawthorne Studies reveal that people perform better when they feel seen. John Naisbitt's Megatrends and Thomas J. Peters and Robert H. Waterman Jr.'s In Search of Excellence show that great organizations succeed through systems and shared values. Building on Edmondson's pioneering global research into psychological safety, Google's Project Aristotle confirms that the confidence to take risks without fear is the single greatest driver of team performance.

Across eras and industries, the pattern holds. Elton Mayo's Hawthorne Studies reveal that people perform better when they feel seen. John Naisbitt's Megatrends and Thomas J. Peters and Robert H. Waterman Jr.'s In Search of Excellence show that great organizations succeed through systems and shared values. Building on Edmondson's pioneering global research into psychological safety, Google's Project Aristotle confirms that the confidence to take risks without fear is the single greatest driver of team performance.

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Yet many organizations still treat relationships as soft compared with the hard metrics of business. The result is costly. Gallup's 2026 State of the Global Workplace reports that low employee engagement cost the global economy approximately $10 trillion in lost productivity in 2025—about 9 percent of global gross domestic product.

Yet many organizations still treat relationships as soft compared with the hard metrics of business. The result is costly. Gallup's 2026 State of the Global Workplace reports that low employee engagement cost the global economy approximately $10 trillion in lost productivity in 2025—about 9 percent of global gross domestic product.

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Across more than 75 countries, we've seen the same pattern: Sustainable performance begins with relationships—a progression we describe as the Relationship Chain, moving from opportunity to mind to heart. What has struck us most is how universal that pattern is, whether in a technology startup or a century-old enterprise.

Across more than 75 countries, we've seen the same pattern: Sustainable performance begins with relationships—a progression we describe as the Relationship Chain, moving from opportunity to mind to heart. What has struck us most is how universal that pattern is, whether in a technology startup or a century-old enterprise.

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In 2006, while building the Satyam School of Leadership in Hyderabad, India, we faced a familiar challenge. The company, now known as Tech Mahindra, was one of India's fastest-growing technology and engineering firms, employing tens of thousands of people across multiple continents. Even though research consistently showed that relationships drive performance, few leaders had the time or patience to read and act upon those lengthy theories.

In 2006, while building the Satyam School of Leadership in Hyderabad, India, we faced a familiar challenge. The company, now known as Tech Mahindra, was one of India's fastest-growing technology and engineering firms, employing tens of thousands of people across multiple continents. Even though research consistently showed that relationships drive performance, few leaders had the time or patience to read and act upon those lengthy theories.

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Our combined backgrounds in leadership development and marketing gave us two perspectives on the same issue. We needed a model that was easy enough for people to remember and powerful enough to change behavior. Drawing on marketing's evolution from transactional to emotional connection—described in Philip Kotler's progression from Share of Market to Share of Mind to Share of Heart in the fourth edition of A Framework for Marketing Management —we reimagined the concept for the workplace and created what is now the Relationship Chain.

Our combined backgrounds in leadership development and marketing gave us two perspectives on the same issue. We needed a model that was easy enough for people to remember and powerful enough to change behavior. Drawing on marketing's evolution from transactional to emotional connection—described in Philip Kotler's progression from Share of Market to Share of Mind to Share of Heart in the fourth edition of A Framework for Marketing Management—we reimagined the concept for the workplace and created what is now the Relationship Chain.

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In our version, Share of Market became Share of Opportunity, representing credibility through kept promises. Share of Mind captures clarity about roles and purpose. And Share of Heart reflects belonging, loyalty, and meaning. Everyone contributes to bringing the Relationship Chain to life through daily actions, and the talent development team sustains it through consistent practices that are teachable, reinforceable, and measurable.

In our version, Share of Market became Share of Opportunity, representing credibility through kept promises. Share of Mind captures clarity about roles and purpose. And Share of Heart reflects belonging, loyalty, and meaning. Everyone contributes to bringing the Relationship Chain to life through daily actions, and the talent development team sustains it through consistent practices that are teachable, reinforceable, and measurable.

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We first introduced the model to Satyam's talent team, who spread it across the organization. Employees and managers understood it immediately; engagement stopped being an abstract idea and became a practical road map that people could follow, moving together from opportunity to mind to heart. For the company, the framework created a shared language. For the talent team, it became the foundation for integrating relational practices into recruitment, onboarding, coaching, and performance systems.

We first introduced the model to Satyam's talent team, who spread it across the organization. Employees and managers understood it immediately; engagement stopped being an abstract idea and became a practical road map that people could follow, moving together from opportunity to mind to heart. For the company, the framework created a shared language. For the talent team, it became the foundation for integrating relational practices into recruitment, onboarding, coaching, and performance systems.

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When organizations apply the model along with a set of behaviors that everyone is accountable for demonstrating, progress becomes reciprocal. Everyone has a role, and each depends on the others to advance.

When organizations apply the model along with a set of behaviors that everyone is accountable for demonstrating, progress becomes reciprocal. Everyone has a role, and each depends on the others to advance.

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Share of Opportunity begins as a contract: You do for me, and I will do for you. Managers and employees build credibility by keeping promises and showing up. The TD team supports that through onboarding and manager preparation, ensuring the primary expectation—do what you say, when you say you'll do it—is clear and is something that everyone practices.

Share of Opportunity begins as a contract: You do for me, and I will do for you. Managers and employees build credibility by keeping promises and showing up. The TD team supports that through onboarding and manager preparation, ensuring the primary expectation—do what you say, when you say you'll do it—is clear and is something that everyone practices.

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Share of Mind matures into partnership anchored in clear goals and open dialogue. Leaders clarify expectations, and employees reciprocate through feedback and ideas. The TD team provides coaching resources and conversation tools that lead managers and their staff through a process to document clear goals and roles. The critical factor is consistent, two-way communication.

Share of Mind matures into partnership anchored in clear goals and open dialogue. Leaders clarify expectations, and employees reciprocate through feedback and ideas. The TD team provides coaching resources and conversation tools that lead managers and their staff through a process to document clear goals and roles. The critical factor is consistent, two-way communication.

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Share of Heart involves trust, transparency, belonging, and purpose. Leaders model respect and recognition, and employees respond with loyalty and energy. The TD function supports recognition, pulse checks via surveys and informal one-on-one discussions, and listening forums that keep culture visible and healthy.

Share of Heart involves trust, transparency, belonging, and purpose. Leaders model respect and recognition, and employees respond with loyalty and energy. The TD function supports recognition, pulse checks via surveys and informal one-on-one discussions, and listening forums that keep culture visible and healthy.

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When any link in the chain is ignored, performance erodes quietly at first. It does not happen in one place or with one person. A leader slips on a promise. An employee stops speaking up. A system meant to support connection goes silent. Opportunity slips when anyone misses commitments. Mind fades when communication stops. Heart withers when recognition disappears. Early signs are subtle—hesitation in meetings, reluctant collaboration, or rising turnover—and the cost compounds fast. Bit by bit, confidence gives way to hesitation long before the numbers move. Healthy relationships are preventive maintenance for performance.

When any link in the chain is ignored, performance erodes quietly at first. It does not happen in one place or with one person. A leader slips on a promise. An employee stops speaking up. A system meant to support connection goes silent. Opportunity slips when anyone misses commitments. Mind fades when communication stops. Heart withers when recognition disappears. Early signs are subtle—hesitation in meetings, reluctant collaboration, or rising turnover—and the cost compounds fast. Bit by bit, confidence gives way to hesitation long before the numbers move. Healthy relationships are preventive maintenance for performance.

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Together, employees, leaders, and the TD team turn the Relationship Chain from an abstract concept into the daily rhythm of organizational life.

Together, employees, leaders, and the TD team turn the Relationship Chain from an abstract concept into the daily rhythm of organizational life.

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At SprintRay, a digital dentistry company headquartered in Los Angeles, California, the Relationship Chain is the framework that shapes how the talent team partners with the entire organization to design and implement people practices.

At SprintRay, a digital dentistry company headquartered in Los Angeles, California, the Relationship Chain is the framework that shapes how the talent team partners with the entire organization to design and implement people practices.

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The chain begins with Share of Opportunity, where credibility grows through consistency. Every new hire receives their laptop on day one, and managers meet with their employee for lunch to build connection from the first day of work. The talent team supports efforts through structured onboarding checklists, manager preparation, and early feedback loops that help every new relationship begin on solid ground.

The chain begins with Share of Opportunity, where credibility grows through consistency. Every new hire receives their laptop on day one, and managers meet with their employee for lunch to build connection from the first day of work. The talent team supports efforts through structured onboarding checklists, manager preparation, and early feedback loops that help every new relationship begin on solid ground.

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As employees settle in, Share of Mind takes shape. Reliability now depends on clarity. People need to understand their roles, connect daily work to the mission, and feel safe to speak honestly. Managers hold check-ins and ask, "What feels unclear in your role?" or "What could make collaboration stronger?" Such conversations create alignment that no policy can deliver. The talent team reinforces that through coaching tools and conversation templates ( see figure ) that turn clarity into habit.

As employees settle in, Share of Mind takes shape. Reliability now depends on clarity. People need to understand their roles, connect daily work to the mission, and feel safe to speak honestly. Managers hold check-ins and ask, "What feels unclear in your role?" or "What could make collaboration stronger?" Such conversations create alignment that no policy can deliver. The talent team reinforces that through coaching tools and conversation templates (see figure) that turn clarity into habit.

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Over time, Share of Heart emerges. Trust becomes mutual and belonging deepens as people recognize one another's contributions, share ideas, and feel part of something larger. Leaders show transparency about challenges, and employees respond with energy and advocacy.

Over time, Share of Heart emerges. Trust becomes mutual and belonging deepens as people recognize one another's contributions, share ideas, and feel part of something larger. Leaders show transparency about challenges, and employees respond with energy and advocacy.

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Via initiatives the talent team leads, SprintRay uses multiple methods to measure progress and reinforce culture in action. For example, all employees publicly share Cheers for Peers recognitions in the company-wide Slack channel, and they celebrate recognitions again during quarterly all-hands meetings. Honorees receive a certificate and a customized token as tangible symbols of appreciation.

Via initiatives the talent team leads, SprintRay uses multiple methods to measure progress and reinforce culture in action. For example, all employees publicly share Cheers for Peers recognitions in the company-wide Slack channel, and they celebrate recognitions again during quarterly all-hands meetings. Honorees receive a certificate and a customized token as tangible symbols of appreciation.

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The company also acknowledges extraordinary contributions through the Standing Ovation award, nominated by a director or above and accompanied by either a $400 cash award or $500 toward learning programs. The recognition connects personal achievement with continuous growth and reinforces that excellence and learning go hand in hand.

The company also acknowledges extraordinary contributions through the Standing Ovation award, nominated by a director or above and accompanied by either a $400 cash award or $500 toward learning programs. The recognition connects personal achievement with continuous growth and reinforces that excellence and learning go hand in hand.

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Each quarter, pulse checks offer another structured moment for reflection, enabling employees to share what is working and where they need support. Managers follow up with brief conversations to close the loop. Those touchpoints turn culture into habit—a steady rhythm of noticing, appreciating, and strengthening connection.

Each quarter, pulse checks offer another structured moment for reflection, enabling employees to share what is working and where they need support. Managers follow up with brief conversations to close the loop. Those touchpoints turn culture into habit—a steady rhythm of noticing, appreciating, and strengthening connection.

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Relationships matter most when conditions are least stable. Dashboards track numbers; however, they cannot hold a team together when trust erodes.

Relationships matter most when conditions are least stable. Dashboards track numbers; however, they cannot hold a team together when trust erodes.

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Take, for example, Polaris Software, a financial technology company based in Hyderabad that later became part of Virtusa. The Relationship Chain helped restore trust after a major acquisition. When the company absorbed another firm, integration looked successful on paper while tension grew inside the organization. The senior leadership team split into two camps, each questioning the other's intent. Meetings became strained, and discussions about innovation gave way to debates about control. The CEO recognized that relationships, not structure, would determine whether the business could unify.

Take, for example, Polaris Software, a financial technology company based in Hyderabad that later became part of Virtusa. The Relationship Chain helped restore trust after a major acquisition. When the company absorbed another firm, integration looked successful on paper while tension grew inside the organization. The senior leadership team split into two camps, each questioning the other's intent. Meetings became strained, and discussions about innovation gave way to debates about control. The CEO recognized that relationships, not structure, would determine whether the business could unify.

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Through guided sessions led by the TD team and using the Relationship Chain, leaders began at Share of Opportunity, re-establishing credibility through visible follow-through. As reliability strengthened, they moved to Share of Mind, defining shared responsibilities and expectations. Decisions became transparent, and leaders and staff began keeping their commitments. Over time, the team rebuilt Share of Heart. Respect replaced rivalry, trust began to return, and leaders started collaborating again. That renewed unity strengthened performance and gave the organization the resilience it needed to navigate later transitions.

Through guided sessions led by the TD team and using the Relationship Chain, leaders began at Share of Opportunity, re-establishing credibility through visible follow-through. As reliability strengthened, they moved to Share of Mind, defining shared responsibilities and expectations. Decisions became transparent, and leaders and staff began keeping their commitments. Over time, the team rebuilt Share of Heart. Respect replaced rivalry, trust began to return, and leaders started collaborating again. That renewed unity strengthened performance and gave the organization the resilience it needed to navigate later transitions.

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At software company Tenant, the same principles guided a cultural turnaround. As growth accelerated, morale dipped and communication slowed. The company was rapidly growing, but it could not find talent fast enough, placing a heavy burden on the existing team. Using the Relationship Chain, leaders restored trust through open forums, peer recognition, and transparent two-way feedback. Every employee gained a voice, and within one year, engagement and performance climbed sharply. The process showed that inclusion and accountability restore connection faster than any policy or program.

At software company Tenant, the same principles guided a cultural turnaround. As growth accelerated, morale dipped and communication slowed. The company was rapidly growing, but it could not find talent fast enough, placing a heavy burden on the existing team. Using the Relationship Chain, leaders restored trust through open forums, peer recognition, and transparent two-way feedback. Every employee gained a voice, and within one year, engagement and performance climbed sharply. The process showed that inclusion and accountability restore connection faster than any policy or program.

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Disruption exposes the truth: Leaders cannot skip or simulate trust. Many organizations rush to Share of Heart through slogans such as "Let's all pull together," yet companies cannot declare unity when leaders and staff don't keep their promises or when clarity on any matters is missing. Trust is everyone's responsibility and they must rebuild it one relationship at a time. Relationships are the foundation of resilience.

Disruption exposes the truth: Leaders cannot skip or simulate trust. Many organizations rush to Share of Heart through slogans such as "Let's all pull together," yet companies cannot declare unity when leaders and staff don't keep their promises or when clarity on any matters is missing. Trust is everyone's responsibility and they must rebuild it one relationship at a time. Relationships are the foundation of resilience.

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In uncertain times, people look to one another. Stability grows from presence and inclusion, not hierarchy. When people stay connected, follow through, and listen without defensiveness, confidence returns faster than any restructuring plan. The Relationship Chain reframes leadership as a shared, people-driven presence—an inclusive and measurable way to re-establish trust from every direction.

In uncertain times, people look to one another. Stability grows from presence and inclusion, not hierarchy. When people stay connected, follow through, and listen without defensiveness, confidence returns faster than any restructuring plan. The Relationship Chain reframes leadership as a shared, people-driven presence—an inclusive and measurable way to re-establish trust from every direction.

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The Relationship Chain shows both growth and decline. Many organizations assume that once people reach Share of Heart, the companies' work is done. However, belonging is never permanent; it depends on daily reciprocity.

The Relationship Chain shows both growth and decline. Many organizations assume that once people reach Share of Heart, the companies' work is done. However, belonging is never permanent; it depends on daily reciprocity.

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In Warner Bros. Discovery's finance function during the AT&T acquisition, trust weakened as communication narrowed to written updates. Staff who once felt recognized by their managers and the company began to feel invisible. Within weeks, Share of Heart slipped to Share of Mind, and for some, back to Share of Opportunity.

In Warner Bros. Discovery's finance function during the AT&T acquisition, trust weakened as communication narrowed to written updates. Staff who once felt recognized by their managers and the company began to feel invisible. Within weeks, Share of Heart slipped to Share of Mind, and for some, back to Share of Opportunity.

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Teams came together to identify behaviors that had eroded trust and to agree on commitments to repair it. Early signs were visible in quieter meetings and survey comments shifting from "I love working here" to "I do not know where I stand." Many leaders dismissed those signs as merger fatigue—until turnover revealed the deeper problem.

Teams came together to identify behaviors that had eroded trust and to agree on commitments to repair it. Early signs were visible in quieter meetings and survey comments shifting from "I love working here" to "I do not know where I stand." Many leaders dismissed those signs as merger fatigue—until turnover revealed the deeper problem.

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Recovery required clarity and presence. Managers and employees held open town halls, discussed uncertainty, and only made promises they could honor. Recognition became personal again, and rewards aligned with culture-based behaviors. Confidence and connection gradually returned.

Recovery required clarity and presence. Managers and employees held open town halls, discussed uncertainty, and only made promises they could honor. Recognition became personal again, and rewards aligned with culture-based behaviors. Confidence and connection gradually returned.

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When people are stuck at Share of Opportunity or sliding from Share of Heart to Share of Mind, warnings appear long before results decline. Progressive organizations now track relational measures alongside business metrics:

When people are stuck at Share of Opportunity or sliding from Share of Heart to Share of Mind, warnings appear long before results decline. Progressive organizations now track relational measures alongside business metrics:

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TD professionals can translate intention into practice. To help an organization adopt the Relationship Chain, start small and scale with consistency.

TD professionals can translate intention into practice. To help an organization adopt the Relationship Chain, start small and scale with consistency.

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Introduce the language. Give leaders and employees a shared vocabulary:

Introduce the language. Give leaders and employees a shared vocabulary:

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When people can name what they experience, they can improve it.

When people can name what they experience, they can improve it.

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Embed micro-habits. Equip managers with simple, repeatable habits, such as weekly check-ins focused on clarity, peer-recognition rituals, and a consistent pulse-check rhythm. Habits build culture faster than events.

Embed micro-habits. Equip managers with simple, repeatable habits, such as weekly check-ins focused on clarity, peer-recognition rituals, and a consistent pulse-check rhythm. Habits build culture faster than events.

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Make it visible. Create touchpoints where employees discuss and celebrate relationships, such as onboarding checklists, coaching guides, values-based recognition, and listening forums. What gets attention becomes behavior.

Make it visible. Create touchpoints where employees discuss and celebrate relationships, such as onboarding checklists, coaching guides, values-based recognition, and listening forums. What gets attention becomes behavior.

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Measure what matters. Balance operational metrics with relational indicators, such as employee Net Promoter Score, psychological safety signals, belonging and connection scores, and stay interview insights. Share results and act visibly on the findings.

Measure what matters. Balance operational metrics with relational indicators, such as employee Net Promoter Score, psychological safety signals, belonging and connection scores, and stay interview insights. Share results and act visibly on the findings.

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Partner, don't police. TD's role is to enable and coach, not to enforce. The Relationship Chain becomes real when leaders and employees choose it as opposed to when TD mandates it.

Partner, don't police. TD's role is to enable and coach, not to enforce. The Relationship Chain becomes real when leaders and employees choose it as opposed to when TD mandates it.

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Start where you are. Use what you have and build one practice at a time. Even as technology keeps evolving, the foundation of trust remains the same. In every era of disruption, the leaders who win are those who make connection their competitive advantage. And the companies that thrive in the years ahead will be those that treat relationships as a daily discipline—the work that makes every other part of the work possible.

Start where you are. Use what you have and build one practice at a time. Even as technology keeps evolving, the foundation of trust remains the same. In every era of disruption, the leaders who win are those who make connection their competitive advantage. And the companies that thrive in the years ahead will be those that treat relationships as a daily discipline—the work that makes every other part of the work possible.