In this chapter, the authors begin to discuss the external activities necessary for a team to navigate the current VUCA reality. They focus on three key tasks: sensemaking, ambassadorship, and task coordination. Sensemaking refers to the process of gathering information found both within the company and in the industry. Thus it involves not only exploring internal sources of knowledge and expertise but also external competitor activity and new industry technologies. While essential, the authors warn that teams can overdo sensemaking, becoming stuck in the information-gathering stage and struggling to take action. This stagnation can also negatively impact their ambassadorship efforts. Ambassadorship involves marketing the team to upper management, lobbying for resources, and maintaining the team's positive reputation. Delayed progress due to an overextended sensemaking period can harm the team's reputation, especially if they fail to deliver on commitments. The authors stress that if a team markets itself as capable of achieving certain goals, it must meet those expectations. Upper management expects a return on investment and will not respond kindly to teams that appear deceptive or fail to deliver results. This is where it becomes important that a team is also proficient at task coordination. Task coordination is the collaboration with other groups in order to trade services, gather feedback, and maximize productivity. Effective task coordination allows teams to achieve their goals more efficiently and effectively by leveraging resources and expertise beyond their own boundaries. This chapter concludes by emphasizing that successful distributed leadership across external boundaries must be supported by a strong internal environment.