The most powerful feature of a team of creators is their idiosyncrasies. The best way I found to build something as a team is to adapt the work to the strengths of the individuals.<p>Job titles squash the peculiar strengths and differences into a label and make managers treat people as fungible units of work. Too many managers define the work first and then assign it to the individuals, rather than define the work <i>based</i> on the individuals. It's very hard to make creators work on something they dislike.