Consider the following scenario: Your organization is forming a new task force, cross-functional team, or focus group. It includes as many high performers and thought leaders as possible. Soon, more volunteers trickle in because they want to be visible—to hitch their wagons to this particular star.

Before you know it, the team is completely out of control. It’s impossible to come to a consensus. It constantly gets off track, and the team leader has to wade through piles of unhelpful input while refereeing between people with conflicting agendas.

Is it possible to avoid this sort of scenario in your teams? Absolutely. Try sticking to using smaller teams of 8 to 12 people. Here are 12 tips for how to select and nurture small teams for maximum efficiency.

Work your way to the smallest number, then subtract one. This advice has been borne out by numerous business leaders. The “minus one” philosophy forces the remaining team members to be creative.

Go with your gut—even when someone isn’t the “obvious” choice. Don’t be afraid to go out on a limb if you believe an “unconventional” choice would be best for your team.

Choose people who are passionate. These are the ones who will spend extra hours on a project, who will think about that problem or product on the weekends, in the shower, wherever they go. You can generally recognize passionate people by what they do, not what they say.

Look for grit, too. Grit is the ability to overcome adversity. Look for individuals who have proven they can do so—those who don’t shy away from a challenge. Avoid those whose first move is to look around for someone to help them when they’re in a jam.

Avoid needy prima donnas and self-aggrandizing MVPs. Yes, “team players” has become a business buzzword, but there’s a good reason for that. You really do want to staff your team with individuals who are willing to share, serve, and give credit where credit is due.

Aim for cognitive diversity, which encompasses a broad range of variables, such as generational differences, educational and skill variation, and social and cultural elements. Some members will trust their guts; others will crunch numbers. Some are analytical and logical; others are creative and intuitive. They will all think, feel, and see the world in unique ways, leading to the broadest range of ideas and solutions.

Don’t emphasize your team’s differences. Focus on finding common ground and providing what the group needs to move forward. For instance, all employees want a chance to be respected, to be challenged, and to grow.

Encourage tough conversations. Stay the course and urge people to speak up and have difficult conversations. In the end, their differing opinions and interests will sharpen the company and result in better products and services.

Give the gift of high expectations. Don’t be afraid to drive people, cajole them, and push them to find that last 1 percent of team performance. This motivates them far more than vague or easily met goals.

Be very clear about goals and boundaries. Don’t leave room for doubt. Don’t be passive-aggressive. When team leaders are as clear as possible in setting boundaries, people actually feel freer to express thoughts or make mistakes than when boundaries are vague. 

Lead with real-world optimism. Great team leaders simultaneously drive and reassure people. Let your team know that if they stay positive but alert and a touch paranoid—just a touch!—they’ll have a shot at achieving something bigger and better. 

Keep a loose grip on the reins. Valuable team members will want some control over their own environments. If they have to run every detail by you, they’ll lose initiative.