The authors created a Team Building business based on their real world experiences in the software industry. Although a little loosely written, there is good stuff in here, a lot of which has been reaffirmed by other team gurus and software methodologies.
1) "If you tolerate it, you insist on it" - in other words, don't put up with nonsense. Demand or dismiss behaviors that don't encourage participation.
2) Alignment, check ins, vision, etc. are all ways to improve communication - that's why they should come before the technical work starts. "Getting down to business" without opening up these communication channels is like working in the dark..... so don't be apologetic, insist on this work being done first and throughout the project.
3) Feedback Protocols: A typical transmitter & receiver "judgement" approach is not particularly helpful. Rank, focus on positive attributes, explaining the rank and talking about the next iteration - next steps to make things even better. An Appreciative Inquiry (AI) approach.
4) Emotions at work are good. Being present and checking in mean you are personally engaged. If you're engaged, you can't help but feel emotional. Not expressing these emotions check you out, disengage you, make you less present - which might make your manager's job easier, but is a diservice to the product, the team and the enterprise goal.
The McCarthy's "Boot Camp" includes coaches who help teams move through 4 phases to:
"Design, implement and deliver a course that teaches you everything you need to know to ship great software on time, every time."
Phase 1. Form a Team
Phase 2. Envision a Product
Phase 3. Agree how it should be made
Phase 4. Design & Build It