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quivocal: The sweet spot for inperson time is about 50%. When teams colocate half the time over the course of a project, they%u2019re 10 times as likely to believe they collaborated effectively compared with those above or below that level. Team members are 25% more likely to be satisfied with the quality of their support, and team leaders are significantly more likely to say that they built solid client relationships. For example, 77% of our team leaders said that they had built meaningful connections with their clients when they held problem-solving sessions in person, compared with 59% of those who ran them remotely.The data also shows that these benefits aren%u2019t linear. Teams that co-locate more than 50% of the time increasingly have to make difficult trade-offs when it comes to work-life balance and the ability to conduct focused work. At McKinsey and at other organizations, we%u2019ve found that teams working remotely about 50% of the time are twice as likely to have sufficient recovery from work and are significantly more likely to find their jobs sustainable.Knowing what to measure is critical. For example, trauma centers determine team effectiveness by measuring how long it takes to stabilize a patient%u2014a major factor in survival. When experimenting with methods to reduce stabilization time, some centers tried placing timers in each trauma bay. Research showed that this simple action significantly reduced stabilization time. The point is that when the right metrics are identified and collected, it becomes clear what practices to implement for the desired outcomes.In a very different field, but using the same principle, the aviation industry has defined success as fewer crashes%u2014and most important, no fatal crashes. This has been achieved in part owing to new technologies, such as better engines and improved safety systems in the cockpit. But people, too, have been critical in reducing the number of crashes. Carriers, pilots, and regulators have all become a single safety team united by a common goal: no more deaths in the sky. Voluntary incidentreporting programs ensure that those who give information on safety concerns will not be punished for errors. Airlines share data with one another, and pilots are encouraged to recommend solutions. All this data has enabled industry experts to identify best practices, such as revised runway procedures, redesigned flight paths, and better signage. The result: No U.S. commercial carrier has had a fatal crash since 2009, and safety rates for civil aviation have improved too.Action plan. Define what constitutes success. This could be any number of things, such as increased revenue, improved employee and client experience, capability building, work-life sustainability, or skills acquisition. Then build digital sys-