In my working experience, there was a time when I had to create a team regarding a critical business project. It was natural that those with more extended service in the company be considered more competent and, thus, made choices on members to include in the team with the most emphasis on experience. They would apply this experience right to increase the performance and ultimately result in a success story for the project. These assumptions were only partly true. On one hand, the experienced team members brought a lot of experience and skills to the project. Still, on the other hand, due to the set working mentality and rigidity, they slow down the process of innovation and flexibility in the project. Furthermore, other participants with less potential who did not make it to the select team later highlighted enormous potential and creativity in different projects, indicating that they could have contributed immensely. My assumptions affected the team structure by making it slightly more rigid or less flexible regarding possible changes. This influenced the project's overall dynamics and perhaps slowed the successful introduction of better ideas. For the overlooked colleagues, it must have affected their motivation and opportunities for promotion since