Fletcher's primary mistake:

Not communicating a clear vision for what he expected of his team and what
contributions they needed from him in order to flourish
Send the appropriate signals during the initial stages of a team's creation so that everyone
is on the same page
Fletcher had an opportunity to set the tone and establish cohesion, but by failing to do so,
he ultimately let the situation get away from him.
He hired team members to perform certain functions within the group that didn't
necessarily connect to the work being done by other individuals, which meant that there
was very little need for members to work collectively.
Sole leader: Left with the duty of integrating all individual pieces once the work was
complete.
Ultimately created more work for himself because he was managing the individuals that
make up the team, as opposed to managing the team as a whole and allowing them to take
mutual accountability for the working being done
Ignore the importance of compatibility when forming the team
Didn't investigate each individual's career goals to consider whether or not they "fit" into
a team environment, as well as to one another

Fletcher should do differently:

Ask himself if a team is the best organizational structure for what he's trying to
accomplish
If yes, need to meet regularly with the team, establish a structure that is conducive to the
working styles and personalities of the group
He should establish collective goals that motivate members to feel accountable for all
team deliverables, not just their own, and make sure they work together towards those
common goals
By doing so, leadership will shift organically between team members and eventually
reduce some of his oversight responsibility as the primary leader.
Regular performance reviews.
Work with each member to set personal goals that support the overarching team goals,
check-in to evaluate progress and provide feedback
Ensure that he continuously steers clear of supporting factional teams
Establish trust and productive conflict management techniques among new and old
members

Mary Robinson should:

Be upfront with David about short-term and long-term expectations
Make sure he has the time to share his expertise with her and support her growth in the
firm
Willing to commit the time and energy into establishing professional and personal
relationships with a team, as opposed to a single manager.
Longevity and satisfaction depend hugely on team dynamic that she establishes