Before moving on to implementing TDF, it is worth describing the mental models of the team leader that will be needed throughout the first phase.

'M Leader Shows Example, for example: if the leader wants employees to share their problems, the leader shares their problems; if the leader wants people to start keeping metrics, they start keeping metrics themselves and demonstrating them; if the leader wants people to behave constructively, they have to behave constructively themselves.

'M A Leader is not a Psychotherapist. The belief that a leader should listen to their employees, find a personalised approach to everyone, and care about the feelings of those around him is the 'green' culture. It is extremely popular nowadays. The opposite ‘blue’ culture is not ideal either, where people are seen as interchangeable elements and require a person to get the job done no matter what the person's situation is. You are not the Psychotherapist for your team. Helping people develop can be done through psychotherapy and coaching, however, when it comes to organisational development there are boundaries to draw and not to go beyond.

'M Seeking and Using People. The novice team leader often tries to do everything on their own. For example, they try to be a therapist for team members without having the appropriate experience and education. If the team needs such a person, find someone with a major in psychology, call them a Scrum Master or Facilitator and utilise their skills.

'M Team is needed for Effective Work. In a team, people spend a lot of resources on synchronisation but achieve greater efficiency through synergistic work. But teamwork only takes shape when people have a desire to be effective [KS]. If there are people in the team who do not need efficiency, who only want to work less – they should be taken outside the team [BA]. If there are a lot of such people in a team, the team turns into a pseudo-team – a group of people who spend a lot of resources on communicating, synchronising and retrospectives, but who perform worse than if they just had a manager who would plan everything, give orders, control execution and reward or punish according to results.

'F Collaboration. Every time the text will say that X needs to be done jointly with the team, it means this: the team leader proposes to do X and waits for opinions from the team. The team leader does not intervene, allows the team to express different points of view and writes them on the board at the same time. Silently. The team leader becomes active when the team starts to deviate from the topic, argue off-topic, focus on minor details, or when a conclusion needs to be drawn. It is then the team leader's job to draw that conclusion and ask the team if they got it right.

Technically, this is not a mental model but a framework, hence the 'F' designation. Frameworks consist of different mental models and rules for using them together.

'M Balance. If you read these mental models and say to yourself that it is obvious and why pay attention to such trivial things at all, then analyse whether you are not falling into the other extreme.