EXPERTS A few decades ago, companies were struggling with how to measure and reward individual performance. But in their quest do so, many overreached, says Michael Mankins, a partner at Bain & Company and co-author of Decide and Deliver: Five Steps to Breakthrough Performance in Your Organization. “The pendulum has swung too far, and now those measures are getting in the way of forming good teams,” he explains. At the same time, compensating people for collaboration can be tricky, says Deborah Ancona, a professor at the Sloan School of Management at the Massachusetts Institute of Technology and coauthor of Teams: How to Build Teams That Lead, Innovate, and Succeed. “The boundaries are often blurry and people work on multiple teams at the same time, making it hard for the manager.” Still, both she and Mankins agree, it’s worth the effort to get it right. “Rewarding a team dramatically improves not only the team performance but also the individual’s experience,” says Mankins. Here’s how to do it effectively.