Minimize meetings, status reports, etc., recognize performance, reward commitment, e.g. extra time off, bonuses, etc., don’t punish success, e.g. don’t assign more work to fast finishers, engage the team in project selection and planning, remove/block obstacles, for example poor performers, nagging PMs, other managers. I’ve always found that such practices yield very good teams. It is a problem at companies that still do top ranking style performance reviews. If the manager is doing their job, the team’s performance is not normally distributed and performance review practices can torpedo everything you’re striving to build.