Hard work or talent? This paper studies career incentives in teams where effort can substitute or complement talent in individual performance. It is shown that even without direct synergies, team members may view their efforts as strategic substitutes or strategic complements in joint production, determining who contributes more to it: the more or less established team members. The paper then examines how organizations can create high-performance teams by increasing peer transparency, emphasizing collective reputation, or assortatively sorting talents into tasks. The paper also explores how organizations should rate individual performance.