I lead a team which would be filled with MBAs from top B-schools in most companies, but I have been able to do great stuff without one for the major part of a decade.

I work at a small company which initially couldn't really afford me, so I had to careful in how I built a team which could deliver what the organization needed. In a way I was forced to hire for attitude, which was a great starting point. Another thing, was looking for talent which is usually under-rated, usually for the lack of an educational qualification.

However, my greatest learning has been how much people can deliver if they are given the freedom to do so.

The most important factor is the confidence you pose in them both explicitly and implicitly

One way to do this is in the introductions where you let others in the organization know about their capabilities and how highly you rate them. Another important factor is letting them know the significance of the work they would be doing and the impact that it has on the organization. It may be overwhelming or intimidating but it helps set a sense of purpose.

The next step is to follow up on the above by actually assigning work of significance and getting out of their way.

Resist the temptation to tell them how to go about the task, unless they come for help.

Even as you pose confidence in them and give them the independence, keep in mind that the responsibility is yours. Be sure they know, they can rely on you in case they make a mistake or fail. That along with the fact that they will get credit for their effort ensures that they will take on more than what is expected of them.

And that is how you end up being inspired by how much people like you and me can achieve if only given a chance.