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How to Build a High Performing Team | The Complete Guide

In this article, unravel the characteristics that distinguish high-performing teams and how to nurture these traits. Looking to evolve your organization's approach to performance management?

Take realistic steps to evolve your approach to employee performance

Table of Contents

What is a high performing team, characteristics of a high-performing team, what are 5 things high performing teams do differently, building a high-performing team, how performance management software can help you scale your high performing team.

Why do some teams perform better than others? What sets these teams apart from the rest?

Building a high-performing team requires more than just pulling together a group of talented people with the right skills. It requires careful development and the nurturing of key characteristics, behaviors, and best practices.

In this article, we’ll cover what a high-performing team is, what their characteristics are, how to build a high performing team, and how to scale your strategy with performance management technology. 

Let’s dive in!

A high performing team is an elite group of individuals who leverage their collective skills, diverse perspectives, specialized expertise, and complementary skills to accomplish challenging goals. 

These teams are hyper-focused on achieving clear, outstanding results. They thrive on a foundation of trust, collaboration, and a shared sense of purpose. By harnessing their collective talents and aligning their efforts, high performing teams consistently surpass benchmarks and set new standards of excellence.

But high performing teams aren’t made by magic. With the right approach to performance management , you'll empower them to collaborate, innovate, and produce work at the highest levels.

While every team is different, there are common characteristics that high-performing teams share.

1. They have clear goals tied closely to team and organizational priorities.

High-performing teams are aligned in their focus, purpose, and priorities. They set team and individual goals that support this shared vision so that their work drives achievement. Goals are not only aligned, but they are clearly defined so everyone knows exactly what they need to do and how to get there.

Our research found that employees who have clearly defined goals are 2X more likely to be engaged at work.

2. They understand how their work fits into the organizational mission.

When employees understand how their job fits into the context of the overall goals and mission of the organization, they are more engaged and productive . High-performing teams know their “why” and work together to support a shared vision.

In fact, 98% of highly engaged employees are 98% favorable on the item “my job helps the organization achieve success” and 94% favorable on “my performance goals are aligned to our organizational goals.” 

3. They have defined roles and responsibilities.

Conflict can quickly derail an otherwise talented and productive team. High-performing teams minimize unnecessary conflict by defining each person’s role and responsibilities clearly. This prevents confusion over project ownership, keeps workflows and deadlines organized, and ensures accountability across the board.

4. They communicate clearly and respectfully.

When communication breaks down, conflict arises and performance suffers. High-performing teams set clear expectations and channels for communication so everyone knows when and where to communicate and who they need to connect with. Conflict is normal, but high-performing teams know how to navigate it in a healthy way that doesn't create more obstacles.

5. They thrive on two-way feedback.

High performing teams foster a culture of continuous improvement through open and constructive two-way feedback . Team members feel empowered to share their ideas, concerns, and suggestions without fear of retribution. Managers actively seek feedback from their employees, valuing their perspectives and using the insights gained to drive team growth. 

This feedback-driven approach not only enhances individual performance but also strengthens team dynamics, leading to increased collaboration and adaptability. Not to mention, collected feedback can be translated into further development opportunities for employees.

6. They manage work and deadlines based on priorities.

High-performing teams focus on what matters most and spend their time accordingly. They understand that not all work has equal importance or urgency and they manage projects based on what tasks have the highest priority and highest impact. This keeps work aligned with organizational goals and ensures everyone is focused on work that drives growth.

7. Managers and employees feel aligned and connected.

One-on-one meetings serve as a cornerstone of high performing teams, promoting clarity and communication between managers and employees. These meetings go beyond mere status updates, providing a dedicated space for personalized discussions on goals, progress, and challenges. 

Managers use this opportunity to understand employees' aspirations, offer guidance, and provide the necessary support to overcome obstacles. By nurturing a strong manager-employee relationship, high performing teams create a sense of belonging and commitment that fuels team success.

8. They trust and respect each other.

The level of collaboration and teamwork required for high achievement depends on trust and mutual respect. Employees on high-performing teams value each other and trust each person to do their job. They respect diversity of thought and experience and recognize those differences make them stronger. This culture of trust helps everyone:

• Bring their full selves to the job
• Share ideas
• Innovate together

9. They celebrate success together and recognize contributions.

High-performing teams understand that success results from team effort. They celebrate wins together and take opportunities to recognize and show appreciation for each employee’s contributions. This builds a strong culture of collaboration and helps everyone feel valued and connected.

Our research consistently shows that ratings, rankings, and pay-for-performance do not drive employee engagement. But recognition does.

That’s why highly engaged employees were 70% favorable on the item “If I contribute to the organization’s success, I know I will be recognized”.

10. They practice continuous learning.

Even the best teams have room to grow. High-performing teams value feedback and learn from their mistakes. They look for opportunities to grow by nurturing a feedback culture and investing in ongoing employee development. Continuous learning propels growth and keeps teams striving for higher achievement.

11. They balance short-term priorities with long-term growth

High performing teams strike a delicate balance between short-term results and long-term growth. While focused on achieving immediate objectives, they also invest in learning, growth, and development to stay ahead of the curve. 

Talent reviews and succession planning are integral components of this approach, ensuring that the team's future leadership remains robust and ready for upcoming challenges. 

By prioritizing both short-term wins and sustainable growth, high performing teams are well-positioned to adapt, innovate, and excel in a dynamic business landscape.

What sets high performing teams apart from the rest? 

In their pursuit of excellence, these teams go beyond the ordinary - consistently achieving remarkable results. 

Let’s uncover the five key things that high performing teams do differently than other teams that enable them to outshine their peers and drive extraordinary success. From fostering a culture of continuous learning to embracing innovative technology and promoting collaboration, these practices can help to unleash the full potential of your teams and propel your organization toward greater achievements.

1. High performing teams embrace innovation and adaptability

The only thing that’s certain at every organization is change. But that won’t scare a high performing team. These teams are not afraid to challenge the status quo. Instead, they actively seek out new ideas, encourage innovation, and adapt swiftly to changing circumstances. By embracing flexibility and being open to change, they stay agile, resilient, and capable of seizing emerging opportunities.

But in order to do that, high performing teams need the space, buy-in, tools, and technology to learn big and make mistakes. That’s why high performing teams aren’t always judged by arbitrary KPIs - but on their organizational impact. 

2. High performing teams collaborate cross-functionally with other teams and departments

Organizational silos are no match for high performing teams. In fact, these teams are notorious for breaking down silos to encourage collaboration across departments, disciplines, teams, and sometimes even countries. 

They achieve this by fostering an environment where individuals can freely and willingly share knowledge, leverage each other’s strengths, and work synergistically toward their shared goals. This spirit of collaboration is amplified by the team’s collective impact and strengthens their relationships.

3. High performing teams focus on recognition and achievements 

And we’re not talking about old-fashioned sales bells. High performing teams know that meaningful recognition may look different to each individual employee. That’s why they use data to celebrate milestones - both big and small - to proactively and reactively recognize contributions to the larger team. 

By doing so, they create a contagious culture of recognition and appreciation which motivates everyone to work smarter and strive for excellence. Not to mention, this supportive work environment makes it easier for the team to share constructive feedback - because these employees know that mistakes are just opportunities to perform better in the future. 

4. High performing teams leverage engaging, easy-to-use performance processes & technology.

High performing teams know that their success is only as strong as the processes and tools that enable them to maximize performance. These teams can’t be bogged down by disparate systems, siloed departmental data, and complicated access issues. To optimize their performance, these teams used tools that enable seamless collaboration, data-driven reporting and analytic capabilities, and automation of repetitive tasks. 

These tools free up valuable time to focus efforts on what really matters: strategic growth. 

5. High performing teams have mutual accountability

These teams are never going to throw another team member under the bus - figuratively speaking. High performing teams embrace collective accountability by holding each other - and themselves - accountable for the team’s performance. 

Their commitments to these high standards are made much easier because of the other aspects we’ve covered - like collaboration, goal setting, and access to tools to help them stay on track. 

Building a high-performing team doesn’t happen overnight. It takes commitment and an investment in continuous growth and development. Use the following tips to get started:

Create a shared sense of purpose.

In order for employees to feel connected to a team, they need a unified purpose. This is where clear goals and team alignment come into play.

Managers of high-performing teams are always evaluating priorities and team goals to ensure they are effective and aligned. Keep organizational goals top-of-mind by regularly communicating and connecting those goals to the team’s work.

Take advantage of one-on-ones to check in with team members on their progress, identify key priorities, and ensure their work aligns with the overall team goals. This helps create a shared sense of purpose and ensures the team is pulling together in the same direction to drive performance.

Streamline communication.

High-performing teams have to be nimble and focused—so clear, streamlined communication is essential. Keep everyone on the same page by establishing clear processes and expectations for communication.

For example, teams might use Slack channels for water cooler chats and team updates but rely on project management tools like Asana to house project data, define responsibilities, and track progress and assignments.

Having set communication processes helps prevent conflict and ensures key information is shared with the right people, assignments and responsibilities are clear, and nothing falls through the cracks.

You might also consider creating opportunities for team members to share their expertise and learn from one another. Encourage cross-functional collaboration by organizing workshops, team-building exercises, or knowledge-sharing sessions where employees from different departments can collaborate on projects or discuss industry trends. 

This cross-pollination of ideas and skills enhances creativity, problem-solving, and builds a sense of camaraderie.

Empower decision making at all levels.

High performing teams empower their members to make decisions and take ownership of their work. These teams don’t feel nervous to present a new idea, solution, or option to their management team. Instead, managers recognize that the best way to achieve maximum performance is by encouraging employees to take initiative whenever they see the opportunity to do so. 

Encourage team members to contribute their ideas, provide input, and make autonomous decisions within their areas of responsibility. This fosters a sense of ownership, accountability, and fosters a culture of trust and empowerment.

Remember that regular recognition for this kind of contribution to the larger team can help employees connect to how their work benefits the larger organization. Which brings us to…

Recognize and reward achievements.

Acknowledging and celebrating individual and group achievements is crucial for building and sustaining a high performing team. Recognition and rewards not only boost morale, but they can reinforce desired behaviors and motivate team members to excel. 

Regularly express your appreciation by taking the time to acknowledge the efforts your team members make. Weekly one-on-ones provide an opportunity for you and your team to stay closely connected on the team’s goals, tasks, and achievements. But don’t just recognize big wins. Recognition can happen during key milestones, steady performance, or instances where teams have gone above and beyond their job description. 

Remember that the kind of recognition your employees like may differ from employee to employee. Be sure to center the kind of recognition your employees like best by evaluating their preferences over time. 

Managers aren’t the only team members who can participate in recognition. Encourage team members to recognize and appreciate each other’s contributions with a “team shoutout” Slack channel or weekly email. This helps to foster a positive and engaging work environment at every level. 

Invest in employee development.

If you want consistent outstanding results, build a culture of continual learning and improvement. High-performing teams are curious. They ask questions, explore possibilities, and adapt based on what they learn. When teams are continually building on their knowledge and learning from past mistakes, they are more effective, efficient, and innovative.

Drive team performance by investing in your employees’ growth and development. Identify relevant development opportunities that focus on team needs and priorities, as well as individual goals. Employee development opportunities help employees feel motivated, empowered, and better equipped to do their job.

Building a high-performing team is a marathon, not a sprint. But when you bring together the right mix of skills and experience and nurture these fundamental characteristics of a high-performing team, the payoff will be worth it.

Quantum Workplace has developed a suite of performance management tools that are designed to help you grow, manage, and scale your high performing teams. 

Here are some of the key features:

1. Move teams forward with goal-setting tools.

2. increase clarity and communication with 1-on-1 meetings., 3. celebrate success with real-time recognition., 4. boost trust and performance with employee feedback., 5. sustain your high performing teams with succession planning., 6. scaling high performing teams with talent reviews.

Want to see how our tools can help support your high performing teams? Check out our performance management solution here .  Or, request a demo today.

Published July 25, 2023 | Written By Kristin Ryba

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Build High-Performing Teams With Our Team Effectiveness Framework

Understand the “Too-Much-Talent” Effect & Its Impact on Team Effectiveness    

You may have heard the saying that you can’t have too much of a good thing. But, when it comes to teams, more talent may not actually be better.

In many organizations, it’s undeniable that there are “stars” — exceptionally high performers who sustain excellence, not just for a short period, but over the long run.

For example, while several people on any given sales team might achieve high quarterly revenues from time to time, star performers often meet — and surpass — their goals, quarter after quarter. According to prior research , about 10% of the workforce can account for about 30% of productivity. These are the stars.

The benefits of having a star on the team are obvious: In academic settings, stars often win grants, sometimes just because of their name recognition. In sports settings, they guarantee fans will buy tickets.

Yes, You Can Have Too Much Talent on a Team

Here’s what’s really fascinating: You might expect that as you add more star employees to a team, that team’s performance would take off.

But in fact, research shows  that when more than approximately 1/3 of a team are considered “star performers,” results often start to diminish .

The too-much-talent effect may seem counterintuitive, but examples of it abound across industries.

Any sports fan has probably witnessed the “too-much-talent” effect among their favorite teams. Our research found that this phenomenon is clearly demonstrated in sports by examining “star” talent in the National Football League (NFL)  and in the World Cup soccer tournament .

On the surface, it may seem that the too-much-talent effect is caused by these superstars jockeying for power. While that’s true, the whole story is more complicated — and proves the importance of healthy team dynamics.

Chances are, if you reflect on your organization, there are places you can see the too-much-talent effect playing out.

The good news is that with intentionality, leaders can build high-performing teams and minimize the too-much-talent effect, both among team members and across the broader organization.

So if star power isn’t the only (nor even the biggest) factor for achieving team success, what should leaders focus on instead?

Use Our Team Effectiveness Framework to Build High-Performing Teams

4 components that drive collective outcomes.

To better understand the factors that contribute to building high-performing teams, with an emphasis on collective leadership, we conducted research on maximizing team effectiveness. We found that 4 components are critical for successful collective outcomes — and just like the individual members of a team, each component is distinct, but also interconnected.

As detailed in  our recent white paper , we call these 4 components our Team Effectiveness Framework, and leaders should consider and channel energy into each of these 4 areas as they hire team members and cultivate healthy team interactions:

• Collective Mindset
• Cohesive Relationships

The Team Effectiveness Framework shows why leaders should consider more than just talent as they’re building high-performance teams and making hiring decisions.

1. Core: A Team’s People, Purpose, and Practices

Core refers to the team’s reason for being. Organizations have missions and visions, and teams can, too.

When building high-performing teams, everyone should understand their core purpose and value, what the team is striving for , and why team members were brought together to pursue that purpose.

Of the 4 Cs in our Team Effectiveness Framework, though, Core is the only component that considers people, or the amount of talent and ability composed within the teams. This reflects our belief that leadership is a social process that enables people to work together as a cohesive group to produce collective results.

When it comes to the too-much-talent effect, Core not only considers how stars perform as individuals, but also how they help achieve the team’s broader goals.

To be sure, star performers are an important piece of the puzzle. Unless star performers are doing their jobs entirely by themselves (which is unlikely in today’s increasingly interconnected workplace), their team leaders should work to ensure that the work of the stars is aligned within the “constellation” of the broader team.

2. Collective Mindset: How Team Members Work Together

Whereas Core looks within the team to discover its talent and purpose, Collective Mindset looks among the team at its shared beliefs. How does that team work together, and what does it mean to be a good team member? What does a good team member do?

Within organizational settings, team norms and responsibilities should be well-defined, and team members should know who would backfill their roles if they were absent. When teams understand the workflow, they have a collective mindset.

This might be easier to see within sports team. For example, on a team with a collective mindset, any given player should know where their teammates will be or how they’ll move on the court or field at any time. In basketball, you’ll see a perfectly timed “no-look pass,” where someone can pass the ball without looking at the recipient because they know exactly where their teammate is going to be.

When focusing on their team’s Collective Mindset , leaders can and should strategically position star performers. That placement depends on the team’s goals and knowing  team roles and teamwork blockers . Because of their outsized effect on productivity, star performers are ideally at the center of the team’s workflow, where they can provide input on important tasks and contribute to core processes.

According to research , when leaders acknowledge the role their stars play, they simultaneously acknowledge that without a strong supporting cast, the benefits of the star’s productivity are limited.

For that reason, it’s important to provide equitable access to development opportunities and distribute rewards and recognition beyond the star performers. This helps foster a collective mindset, too.

3. Cohesive Relationships: How Team Members Relate Interpersonally

In moments of intense stress and crisis, strong bonds are required for a team to stick together and focus on the task at hand. Cohesive Relationships considers a team’s social dynamics, and how inclusion, psychological safety , conflict, and trust exist within a team.

Ask yourself these questions to determine whether Cohesive Relationships exist on a team:

• Does everybody on the team feel a sense of belonging?
• Do we treat each other with consideration and respect?
• Do we communicate effectively with each other?

If leaders don’t manage both the team’s tasks and its relationships, they’ll miss a big part of building high-performing teams. Failing to balance the polarity successfully might look like focusing too much on the work itself and too little on team relationships, which will ultimately hurt team effectiveness.

In sports, this often helps explain how underdogs come to outperform their more-talented competition: when the team with fewer “stars” but greater cohesion manages to beat the team of “all-stars.” This is also a place where stars can struggle, especially if they take their teammates for granted.

Transition periods, such as onboarding, give leaders opportunities to strengthen the chemistry between team members. When existing team members embrace newcomers, they reiterate feelings of value and belonging at work , and build in ongoing opportunities for team connections.

4. Connection: Across the Organization and Beyond

Here, the focus shifts from internal teams to external stakeholders. Connection is all about how teams get things done within the broader organization.

Workplace teams are increasingly interconnected. As a result, boundary spanning leadership  — connecting with colleagues from differing positions, backgrounds, locations, and experiences — is more important than ever.

The same is true in sports. Franchises and clubs that are consistently successful often feature strong working relationships between the coaching staff, front office, and ownership group. These relationships allow each part of the organization to remain focused on their own responsibilities, while also sharing insights, ideas, and resources that benefit the entire organization.

When it comes to interacting with other teams, it can make sense to have a single point of contact. If you’re a leader, ask yourself whether the responsibilities for spanning boundaries are clear for all team members.

Access Our Webinar!

Learn more about how organizations can leverage solutions focused on team building skills for leaders to improve collaboration when you watch our webinar, Improving Collaboration Through Team-Building Skills for Leaders .

What the Team Effectiveness Framework & “Too-Much-Talent” Effect Mean for Development

When it comes to building high-performing teams, team leader training is almost always beneficial to ensure that team leaders know how to create psychological safety, address conflicts and team needs , and enable team collaboration. Going a step further, understanding the 4 components of the Team Effectiveness Framework and the phenomenon of the too-much-talent effect enables a team leader to truly maximize team effectiveness and success.

Rather than simply pursuing the most talented applicants, leaders can consider how different types of talent and skills are combined and integrated on the team. They should recognize how “non-stars” can still play critical roles in achieving the team’s objectives.

And beyond hiring decisions, compensation choices and development opportunities can impact the overall team. For example, salary is only one piece of the motivation and engagement puzzle. Our research found that professional hockey teams that doubled the salaries of their players experienced only a 3% increase in winning percentage. Data from other sports backs up this point as well. This finding underscores the importance of comprehensive talent development — seeing and developing the leadership potential of everyone on the team, not just the “star players” or high performers.

Leaders have an exciting opportunity to build high-performing teams and achieve exceptional outcomes by mixing all-stars and supporting casts with diverse skills, experiences, and perspectives. Just as in the sports world, there’s a good chance your roster of talent and the composition of teams will fluctuate and change over time, underscoring the importance of regularly reevaluating and nurturing your team effectiveness.

Ready to Take the Next Step?

After you watch our webinar on Improving Collaboration Through Team-Building Skills for Leaders , let’s partner to increase team effectiveness at your organization with our research-based team development services and solutions.

Andy has over a decade of experience working as an organizational scientist identifying data-driven solutions that help organizations address some of their most pressing challenges. In his current role, his research focuses on work groups and teams and emerging leaders. Prior to joining us, Andy was a member of the faculty at Louisiana State University.

Based on Research by

George oversees the creation of research-based content for our program and product solutions. He’s a recognized expert in the area of learning agility and has been engaged in research, product development, and client activities related to the topic for over 15 years. He has authored or co-authored 8 books, including Compass: Your Guide for Leadership Development and Coaching and Learning Agility: Unlock the Lessons of Experience .

Stephanie is a researcher with a background in developmental and educational psychology. Her research at CCL focused primarily on promoting equitable and inclusive organizational cultures, exploring collective leadership through networks, and enhancing motivation and empowerment for leaders across their professional journeys.

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Related Topics

What to explore next.

Watch this webinar as we discuss how organizations can leverage solutions focused on team-building skills for leaders that can improve collaboration and produce better results.

Teamwork comes with challenges. When you understand what teams need to succeed — and address team needs in every phase of collaborating together — you can improve team performance.

Why invest in team-building and collaboration? Because highly collaborative teams directly impact your organization's productivity and bottom line.

For a team to succeed, all members should move in the same direction. Take some time upfront to agree on a team charter so you can define your purpose and track your objectives.

In a team, every member plays a role that either helps or hinders progress. Learn some helpful communications tools so you can be a teamwork activator instead of a blocker.

Related Solutions

Every team must collaborate effectively to achieve organizational goals and build strong performance. Learn more about our team development solutions.

What are your talent development initiatives doing for your organization? Partner with us for a customized talent development program to fit your context and culture.

Our team collaboration training services and research-based team leader training programs strengthen teams so they perform better, together.

The Center for Creative Leadership (CCL)® is a top-ranked, global, nonprofit provider of leadership development and a pioneer in the field of global leadership research. We know from experience how transformative remarkable leaders really can be.

Over the past 50 years, we’ve worked with organizations of all sizes from around the world, including more than 2/3 of the Fortune 1000. Our hands-on development solutions are evidence-based and steeped in our work with hundreds of thousands of leaders at all levels.

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Belbin - giving people and teams the tools they need to drive business performance

Your journey starts here..

We understand teams.  Belbin is a research-based methodology used worldwide to help people discover, articulate and refine their strengths, to build more effective teams and improve business performance.

Belbin reports offer comprehensive tailored advice and guidance to increase personal effectiveness and engagement, enhance team performance and improve working relationships.

Our range of training courses is designed to help you get the most out of the Belbin methodology, and our expertise is called upon to run bespoke workshops and events.

From Dr Meredith Belbin

"I think we've always been striving to find a way of helping people to work together. When people work in effective combinations they achieve so much more than when they're working alone. But to do that, we need a language, and it needs to be a language which is shared and enables people to communicate with one another."  

What are the Belbin Individual reports?

When an individual completes the Belbin questionnaire, called the Belbin Self-Perception Inventory (SPI), it generates a 7-page Belbin Individual report which not only gives information on the individual's Team Role profile, but offers advice and insight on how to make their best contribution to the team and workplace.

An 11-page Individual report is generated once feedback is received from a minimum of 4 people who have worked with the indivdual for at least 3-months. We call these Observer Assessments .

There are many Belbin Reports to help you, your team and organisation

To find out more about the full range of Belbin reports - including Individual, Team, Working Relationship and Jobs - click here .

Belbin is used by thousand of organisations across the globe, including...

Competitive advantage

"We see Belbin as providing a huge competitive advantage in forming project teams. We know that we need people with specific Team Roles to make projects happen – so why wouldn’t we want to know who those people are and make use of them?"

Anthony O'Hara | FUJIFILM Diosynth Biotechnologies (FDB)

What types of training do we offer?

We know there are a myriad ways to implement Belbin within your organisation. There is rarely a one-size fits all approach. 

At Belbin we are passionate about ensuring that anyone can use and benefit from Belbin.

This is why we spend our time and resources ensuring the Belbin reports are full of practical advice and guidance, which is accessible and useful for all - from graduate to managing director.

To get the most from the reports, to share our Belbin strengths with the others in the team and understand how best to use this information, there are options.

Change in the team

“I think it is fair to say that the [Belbin] day was transformational for our team. We had been through a lot of change and turbulence over the past few months, and it helped us come back together, appreciate one another and refocus. The change in the team has been remarkable."

Teach First Design Team

Why we use Belbin - Oppo

"We are a small team, we haven’t got an awful lot of resource, so we've got to make sure we maximise our strength wherever possible.  So far, we have done it through gut feel... Now we’ve got a bit of insight, we can really maximise the opportunities, and which jobs and which tasks people are going to enjoy most."

Join the thousands of organisations around the globe already benefiting from the Belbin reports and methodology. 

Let's start a conversation, join over 25,000 people who receive our research and insights once a week. unsubscribe any time., april 2024 - latest articles and news.

Belbin Remote and Hybrid Working Survey

Discover the results of our latest research to discover how remote and hybrid working has affected both individual effectiveness and productivity, and team engagement.

Belbin Team Coaching Programme

Now booking for Cohort 2 The Belbin Accredited Team Coaching Programme has been developed to help others understand how to curate team growth, learning and better business performance.

Webinar: Brand YOU with Belbin

16 apr 2024.

Free to attend: Using your own Belbin Individual report, we will look at how you can use the language of Belbin to help you start the journey of ‘Brand You’.

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Developing and Sustaining High-Performance Work Teams

A "high-performance work team" refers to a group of goal-focused individuals with specialized expertise and complementary skills who collaborate, innovate and produce consistently superior results. The group relentlessly pursues performance excellence through shared goals, shared leadership, collaboration, open communication, clear role expectations and group operating rules, early conflict resolution, and a strong sense of accountability and trust among its members.

This article explores:

• Factors required for a high-performance work team.
• Common stages of team development.
• Causes of team dysfunction.
• Primary types of teams organizations establish to achieve specific work goals.

In addition, the article offers suggestions for ways HR can help teams achieve high performance. These include recruiting the right team members, training, conflict resolution, and assessments and facilitation of results, pay and incentives. The article does not cover matters such as employee engagement and employee involvement, which are encompassed in the Employee Relations Discipline, nor issues related to employee staffing or employee retention, which are covered in the Staffing Management Discipline.

Work teams are the backbone of contemporary work life. Executive teams run corporations. Project teams create new products and services. Matrix teams help develop everything from pharmaceuticals to the delivery of services in consulting firms and charitable agencies. Marketing and sales teams deliver products and services to customers. High-performance work teams are essential to the way most organizations organize and carry out their work, resulting in superior performance, which translates into a significant competitive advantage.

A team is a group of people who work together to accomplish something beyond their individual self-interests; however, not all groups are teams. A simple but effective description of what is meant by "a team" comes from Jon R. Katzenbach and Douglas K. Smith's book, The Wisdom of Teams: Creating the High-Performance Organization : "A team is a small number of people with complementary skills who are committed in a common purpose, performance goals, and approach for which they hold themselves mutually accountable." 1

What distinguishes high-performance teams from other groups is that a team is more than a collection of people simply following orders. To function effectively, a high-performance team also needs:

• A deep sense of purpose and commitment to the team's members and to the mission.
• Relatively more ambitious performance goals than average teams.
• Mutual accountability and a clear understanding of members' responsibilities to the team and individual obligations.
• A diverse range of expertise that complements other team members' abilities.
• Interdependence and trust between members.

The use of work teams is widespread in all types of organizations throughout the world—with good reason. High-performance work teams have an advantage over the work of individuals because each member can offer new ideas, talent and viewpoints. In addition, high-performance work teams predictably execute strategy, meet goals and need little management oversight because they are empowered and responsible for their functional activity and accountable for performance.

Compensation and incentives are usually tied to the achievement of team and individual goals, respectively, with a heavier emphasis on collective team performance. Because superior team performance is so highly valued, these teams do not tolerate marginal and underperforming individual contributors.

Business Case

The use of teams has expanded dramatically in response to competitive challenges and technological changes. Team structures allow for the application of multiple skills, judgments and experiences that are most appropriate for projects requiring diverse expertise and problem-solving skills. Teams can execute more quickly, make better decisions, solve more complex problems, and do more to enhance creativity and build skills than an individual can. Their use also increases productivity and morale; well-functioning teams can outperform individuals and even other types of working groups.

Four key reasons why teams work:

• A group of individuals brings complementary skills and experience that exceed the abilities of a single individual.
• Teams support real-time problem-solving and are more flexible and responsive to changing demands.
• Teams provide a unique social dimension that enhances the economic and administrative aspects of work.
• High-performance teams generally have more fun at work than low-achieving teams or individuals.

Characteristics of High-Performance Work Teams

Although there is no simple measure of performance effectiveness for groups, and no team is identical, there seems to be a shared understanding of what makes an effective group work. High-performance work teams are generally composed of a combination of purpose and goals, talent, skills, performance ethics, incentives and motivation, efficacy, leadership, conflict, communication, power and empowerment, and norms and standards.

Team Purpose, Goals and Roles

High-performing teams are synergistic social entities that work toward the achievement of a common goal or goals—short term and long term. They often exemplify a total commitment to the work and to each other. Team members do better work when their roles are clear: They know how to do their jobs and why they are doing them. Each member must understand and support the meaning and value of the team's mission and vision. Clarifying the purpose and tying it to each person's role and responsibilities enhances team potential, as does the inclusion of "stretch" goals that increase the challenge necessary to motivate team members.

Talent, Skills and Work Ethic

High-performance teams begin by recruiting and retaining their best talent while quickly helping low-performing members find other places to work. Morale typically increases as performance increases. After selecting for talent, it is critical to ensure that the team members possess complementary skills (e.g., technical, problem-solving, decision-making and interpersonal skills). Team members must exhibit a sustained commitment to performance excellence, exercise candor and mutual respect, and hold themselves and their organizations accountable at both the individual and team levels.

Incentives, Motivation and Efficacy

Both monetary and nonmonetary systems that encourage high performance have a positive impact on tactical implementation of the team's goals. Over the long term, intrinsic motivators such as personal satisfaction at work and working on interesting projects provide the greatest impact on performance. In addition, a belief in one's self and abilities encourages people to take more strategic risks to achieve team goals.

High-performing leaders generally accompany high-performance work teams. Essential leadership qualities include the ability to a) keep the purpose, goals and approach relevant and meaningful; b) build commitment and confidence; c) ensure that team members constantly enhance their skills; d) manage relationships from the outside with a focus on the removal of obstacles that might hinder group performance; e) provide opportunities for others without seeking credit; and f) get in the trenches and do the real work required. There is widespread agreement that effective team leaders focus on purpose, goals, relationships and an unwavering commitment to results that benefit the organization and each individual.

Conflict and communication

Conflict management is an essential part of becoming a high-performance team. Open communication in such teams means a focus on coaching instead of on directing and a focus on the ability to immediately address issues openly and candidly. The key to team performance is open lines of communication at all times to provide motivation, maintain interest and promote cooperation.

Power and Empowerment

Empowered work teams increase ownership, provide an opportunity to develop new skills, boost interest in the project and facilitate decision-making. Researchers refer to the ideal situation as being "loose-tight," such that specific decision-making boundaries are constructed with enough room for individuals to make empowered choices.

Norms and Standards

Like rules that govern group behavior, norms can be helpful in improving team development and performance. Norms for high-performance teams include open lines of communication, early resolution of conflict, regular evaluation of both individual and team performance, high levels of respect among members, a cohesive and supportive team environment, a strong work ethic that focuses on results, and shared recognition of team successes. The key is that high-performing teams actually discuss and agree to their operating rules—standards that each team member agrees to uphold and for which they hold each other accountable.

Stages of Team Development

Dr. Bruce Tuckman, an early psychology researcher focused on group dynamics, developed a four-phase model of team development that included forming, storming, norming and performing. Refinement by other researchers has resulted in a well-known team development process that provides a useful framework for leaders and team members seeking to understand the nature of group dynamics and their evolution.

The four typically recognized stages of the process include:

• Forming. Individuals are trying to get to know each other and the organization and have not formed a commitment to the team. In consult with HR, project leaders provide direction and outline expectations. In addition, HR might use DISC or Myers-Briggs assessments and then facilitate a discussion about the results to help the group understand each other's differences and operating styles.
• Storming. In this typically rocky stage, team members may challenge the leader and each other. The leader coaches members on how to manage conflict and focus on goals and may ask the HR team to help facilitate related training.
• Norming. After individuals have worked through conflicts, the team begins to develop. People begin to appreciate their differences and start to work together. The leader begins to serve as a facilitator, offering encouragement and guidance. HR serves as a continuing support and can facilitate discussions or offer training as needed.
• Performing. At this stage, the team is fully functional, and members are able to manage their relationships and work toward shared goals. Team members feel accepted and communicate openly with the leader. The leader focuses on delegating responsibilities and must identify when the team is moving into a different stage.

Other researchers have described a similar process yet attributed different names to the phases (e.g., working group, pseudo team, potential team, real team and ending with a high-performance team). Regardless of the identifiers used, high-performance work teams develop over time in roughly similar ways. As a result, this four-phase model serves general organizational purposes well, although some researchers have suggested that a fifth stage occurs when the group is disbanding: adjourning or mourning , the feeling of sadness and loss as a successful team separates.

Common Types of High-Performance Work Teams

Though they vary in duration, purpose and ultimate goals, organizations commonly establish five types of teams to achieve work goals.

Work teams are continuing units responsible for producing goods or providing services. Their membership is typically stable, usually full time and well-defined. Work teams are found in both manufacturing and service settings and are traditionally directed by supervisors who make most of the decisions about what is done, how it is done and who does it. Self-managing teams involving employees making decisions that were formerly made by supervisors are gaining favor.

Parallel Teams

Parallel teams pull together people from different work units or jobs to perform functions the organization is not equipped to perform well. They exist in parallel with the formal organizational structure, have limited authority and can only make recommendations. Parallel teams are used for problem-solving and improvement-oriented activities (e.g., quality improvement teams, employee involvement groups, quality circles or task forces).

Project Teams

Project teams are typically time-limited and produce a one-time output (e.g., a new product or service, information system or plant). Project-team tasks are not repetitive and involve considerable application of knowledge, judgment and expertise. As a result, membership is usually diverse, drawing from different disciplines and functional units, so specialized expertise can be applied to the project.

Management Teams

Management teams coordinate and provide direction to their subunits and are responsible for the overall performance of a business unit. The management team's authority stems from the hierarchal rank of its members. At the top of the organization, the executive management team establishes strategic direction and manages the company's performance by applying its collective expertise and sharing responsibility for the overall success.

Virtual Teams

A virtual team is a group of individuals who work together in pursuit of common goals across time, space and organizational boundaries. They are linked electronically by webs of communication technology (e.g., the Internet, Skype, WebEx, internal networks). Members of a virtual team coordinate their work predominantly with electronic information and communication technologies to accomplish specific organizational tasks and may never meet face to face.

Virtual teams allow companies to obtain the best talent possible for a specific project without geographical restrictions. They are also generally viewed as more efficient in expenditures of time and related travel costs.  See How to Collaborate with Global Teams and Making Stronger Connections Virtually .

Common Barriers Faced by High-Performance Work Teams

Given the importance of team-based work in today's economy, experts have focused on using evidence-based organizational research to pinpoint the defining attributes of high-performance teams.

Despite varying approaches to describing high-performance teams, some common characteristics seem to be strong indicators of a team that is not functioning at its peak or that needs intervention:

• Nonparticipating leadership. Team members fail to use a democratic leadership style that involves and engages team members.
• Poor decision-making. Team members make decisions too quickly without a blend of rational and intuitive decision-making methods .
• Infrequent communication. Lines of communication are closed and infrequent.
• Diversity not valued. Team members do not value the diversity of experience and backgrounds of their fellow team members, resulting in a lack of diverse viewpoints and less successful decision-making and solutions.
• Lack of mutual trust. Team members do not fully trust each other or the team as an entity.
• Inability to manage conflict. Not dealing with conflict openly and transparently and allowing grudges to build up can destroy team morale.
• Lack of goal clarity. Team members are unsure about their roles and the ultimate team goals, resulting in a lack of commitment and engagement.
• Poorly defined roles and responsibilities. Team members are not clear about what they must do (and what they must not do) to demonstrate their commitment to the team and to support team success.
• Relationship issues. The bonds between the team members are weak, which affects their efficiency and effectiveness.
• Negative atmosphere. An overall team culture that is not open, transparent, positive and future-focused results in a failure to perform at high levels.

See Viewpoint: How to Motivate Your Team When People Keep Quitting and How to Handle Employee Conflict on Your Team .

HR's Role

As a chief resource to any organizational team effort, HR can support managers most effectively through a focus on several critical elements. See 11 Ways to Build Stronger Teams .

Selection of team members and support of team cohesiveness

Organizations can be strengthened by leveraging differences that mirror the diversity of their employees. Surveys have demonstrated a positive impact on high performance by teams with a diversity of ages, ethnicity and gender. A diverse workforce can also improve organizational productivity and creativity.

Managing a diverse workforce can be a challenge, though. When people from different backgrounds come together, there is potential for both great accomplishment and great conflict. Managing diversity requires creating an environment in which differences in perspective can be valued and allowed to positively influence and contribute to the organization's work.

The HR team can support new team development by helping to select the right mix of individuals with the requisite skills and expertise to complement the knowledge, skills and abilities of other team members. 

Communication

Communication within high-performing teams requires the free flow of information, a shared agreement that no topic is off-limits, and frequent and respectful interactions among team members and other individuals in the organization. The HR team can work with team members to provide communication skills training to help members stay in close contact with each other through transparent transactions.

Conflict resolution

One of the central differences between an average team and a high-performance work team is the capability to handle conflict in a constructive way. Any conflicts that surface must be depersonalized and dealt with early, either between individuals or among the collective team. Instead of viewing conflict as a negative, a high-performance team views it as a strength of the collective group. Diverse views help improve thinking, learning and overall performance.

Task conflicts can actually improve team performance if managed collaboratively. Such conflict fosters a deeper understanding of task issues and an exchange of information that facilitates problem-solving, decision-making and generating ideas.

Conflict arises from differences, and when individuals come together in teams, their differences in power, values and attitudes contribute to the creation of conflict. To avoid the negative consequences that can result from frequent disagreements, most methods of resolving conflict stress the importance of dealing with disputes quickly and openly. Conflict is not necessarily destructive; when managed properly, conflict can result in significant benefits for a team.

See Viewpoint: The Art and Science of Conflict Management .

To support effectiveness within high-performance teams, an understanding of individual working styles is important. HR can assist with this by using the DISC assessment, the Myers-Briggs Type Indicator and the Herrmann Brain Dominance Instrument (or similar assessments for which they are qualified), so each individual better understands the behavior, personalities and thinking styles of his or her fellow team members.

Collaboration

Collaboration is the basis for bringing together the knowledge, experience and skills of multiple team members to contribute to the development of a new service or product more effectively than individual team members could. It involves a commitment to a shared goal and an interdependence that comes from understanding that what is accomplished together is greater than what can be accomplished individually.

Collaboration is a discipline that requires an understanding of the practices that make it successful. HR can help facilitate discussions about positive ways to collaborate in a group setting to achieve maximum effectiveness. See How to Collaborate with a Hybrid Workforce and 6 Tips for Balancing Collaboration and Concentration in Remote Work .

Team member training

To maximize the individual contributions of employees to a team, HR must provide advance training on effective teams, the typical stages of team dynamics, role expectations, conflict resolution, communication and similar issues. This training can help team members better understand issues that may occur and how they can best respond to those inevitable problems.

Assisting new and departing team members

HR can help integrate new team members as they are selected. This process is especially valuable if someone joins the team late, which can disrupt the group dynamics. Helping new members understand the group norms and expectations will help them acclimate more quickly. 

HR can also help manage the departure of high-performing team members and the disbanding of a team. Sensitively managing departures is vital. Recognition of members' contributions and achievements is a fitting end to their team service.

HR Business Planning

As business leaders, HR professionals can also add value by understanding, communicating and influencing the manner in which teams are deployed in the organization.

Advising management when to use teams

HR can help the organization determine when the use of teams would be advantageous. Examples of situations in which teams can be beneficial include building a product or service, organizing rituals or ceremonies, increasing sales and marketing performance, enhancing profitability, and improving a product or service.

Advising management at team startup

HR can help management structure and source the right personnel for membership in a team based on personality profiles and expertise (knowledge, skills and experience) when the team is first organized, as well as after the team's objectives have been established.

Development of a team project plan

Business planning builds from an organizational or departmental strategic planning process. It provides clarification of shorter-term actions necessary to achieve goals. With the assistance of HR, a newly formed team can develop a clear business or work plan to help it focus on the appropriate goals and objectives and think about how to best achieve those goals.

Team building and motivation

Team building is an ongoing process that helps a workgroup become a cohesive unit. The team members not only share expectations for accomplishing group tasks, but they also trust and support each other and respect individual differences. HR's role as a team builder is to help the team become more cohesive and productive. Teams often lose their motivation or focus midway through a project, so HR must nurture and support members along the way. HR can assist in planning a team-building event to help members clarify their focus and renew their energies to complete the project successfully. See Building Team Bonds . 

Virtual teams coordinate their work predominantly with electronic information and communication technologies and may never meet face to face, so having the right technological resources and support is essential. Other teams also rely on technology, but none as much as those working in a virtual team environment. See Are Employees Overwhelmed by Too Many Apps?

Teams need a clear understanding of where they want to end up and how to find the most efficient way to reach their goals. Most teams will require a measurement system that enables every member to understand what is expected of him or her and also provides a way for members to assess their progress.

As a result, the measurement system used to determine relative team success will need to include:

• A statement of the results the team wants to achieve with measures and performance standards for each result.
• Statements of each individual's results, with measures and performance standards for each result.
• A clear picture of the priorities and relative importance of team and individual results.
• A plan for collecting and summarizing performance data so the team and individuals will know how they are performing.

Global Issues

Increasingly, organizations operate in a global competitive environment, and members of high-performance work teams live and work in numerous countries. Employers must take this into account and determine appropriate strategies (e.g., communication, technology, pay, recruiting) based on the culture, laws and customs of each region . See Viewpoint: How to Empower a Diverse International Team .

Endnotes 1 Katzenbach, J. R. and D. K. Smith (2006). The wisdom of teams: Creating the high-performance organization (Collins Business Essentials) . New York: HarperCollins.

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Culture Development

High-performing teams: building success strategies.

• March 5, 2024

In today’s complex and competitive business environment, high-performing teams are crucial to the success of any organization. The ability to work together cohesively and deliver exceptional results is what sets these teams apart from the rest. In this article, we will explore the dynamics of high-performing teams, the role of leadership in team performance, strategies for building a high-performing team from scratch, sustaining high performance , and measuring team success.

Understanding the Dynamics of High-Performing Teams

When it comes to achieving exceptional results, high-performing teams are at the forefront. These teams are not just ordinary groups of individuals working together; they are a force to be reckoned with. So, what exactly defines a high-performing team ?

Defining High-Performing Teams

A high-performing team can be defined as a group of individuals who collaborate effectively, consistently achieve outstanding results, and demonstrate exceptional teamwork skills. These teams possess a shared vision, clear goals, and a sense of accountability for their performance. They understand that success is not just about individual accomplishments but about working together towards a common objective.

Key Characteristics of High-Performing Teams

High-performing teams exhibit several key characteristics that contribute to their success. Let’s take a closer look at these characteristics:

• Strong Communication : Communication is the lifeblood of any successful team. In high-performing teams, members communicate openly, honestly, and respectfully. They foster a culture of trust and transparency, where everyone feels comfortable expressing their ideas, concerns, and feedback. This open communication allows for effective problem-solving, efficient decision-making, and the building of strong relationships among team members.
• Complementary Skills: High-performing teams are composed of individuals with diverse skill sets and expertise. Each team member brings something unique to the table, whether it’s technical knowledge, creative thinking, or leadership abilities. This diversity of skills enables the team to tackle complex problems efficiently, as they can leverage each other’s strengths and perspectives. It also fosters a culture of continuous learning, where team members can learn from one another and grow both personally and professionally.
• Collaboration: Collaboration is the cornerstone of high-performing teams. Team members work together cohesively, pooling their talents and resources to achieve common objectives. They understand that their collective efforts are greater than the sum of their individual contributions. By collaborating effectively, they can tap into the full potential of the team, generating innovative ideas, and finding creative solutions to challenges.
• Shared Accountability: In high-performing teams, each member takes ownership of their contributions to the team’s success. They hold themselves and others accountable for their actions and outcomes. This shared accountability fosters a sense of responsibility and commitment among team members, as they know that their individual performance directly impacts the team’s overall performance. It also creates a culture of trust, where team members can rely on one another to deliver their best work.
• Adaptability: Change is inevitable, and high-performing teams understand this. They embrace change and adapt quickly to new circumstances. These teams are agile and resilient, able to navigate through challenges and seize opportunities. Their ability to adapt allows them to stay ahead of the curve, continuously improving and evolving to meet the ever-changing demands of their environment.

These key characteristics are the building blocks of high-performing teams. By cultivating these qualities within a team, organizations can unlock their full potential and achieve remarkable results. It is not just about individual talent; it is about harnessing the power of collaboration and creating a culture that fosters excellence.

The Role of Leadership in Team Performance

Effective leadership is a critical factor in determining the success of a team. The leadership style adopted by a team leader plays a significant role in shaping team performance. Different leadership styles have distinct impacts on team dynamics and productivity. Let’s explore some commonly recognized leadership styles and their effects on team performance.

Leadership Styles and Their Impact

1. Autocratic Leadership: In this style, the leader makes decisions without input from the team, relying on their authority to guide the team. While this style can be effective in certain situations, such as during emergencies or when quick decisions are required, it may stifle creativity and hinder the development of team members. The lack of involvement in decision-making can lead to reduced motivation and engagement among team members.

2. Democratic Leadership: This leadership style promotes collaboration and shared decision-making. By involving team members in the decision-making process, leaders can enhance trust, engagement, and innovation within the team. This style encourages open communication and empowers team members to contribute their ideas and opinions, fostering a sense of ownership and commitment to the team’s goals.

3. Transformational Leadership: Transformational leaders inspire and motivate their team members to go above and beyond expectations. These leaders encourage personal growth, challenge their team to think creatively and create an environment that fosters high performance. By setting a compelling vision and providing support and guidance, transformational leaders empower their team members to reach their full potential. This leadership style cultivates a culture of continuous improvement and innovation.

Promoting a Positive Team Culture

A positive team culture is essential for fostering high team performance. Leaders play a crucial role in creating and nurturing a positive culture within their team. Here are some strategies leaders can employ to promote a positive team culture:

• Setting Clear Expectations: Clearly defining roles, responsibilities, and performance expectations helps create a sense of clarity and direction within the team. When team members understand what is expected of them, they can align their efforts toward achieving common goals.
• Encouraging Collaboration: Leaders should foster an environment that values and promotes collaboration, where team members feel comfortable sharing ideas and opinions. Collaboration enhances creativity, problem-solving, and overall team effectiveness. By encouraging open communication and creating opportunities for collaboration, leaders can harness the collective intelligence of their team.
• Providing Feedback: Regular feedback and recognition are crucial for maintaining team morale and motivating team members to continuously improve. Constructive feedback helps team members understand their strengths and areas for development, enabling them to make necessary adjustments and grow professionally. Recognizing and appreciating individual and team achievements fosters a positive and supportive team culture.
• Supporting Development: Leaders should invest in the professional development of their team members, providing opportunities for learning and growth. By supporting the acquisition of new skills and knowledge, leaders empower their team members to perform at their best. This investment in development not only benefits individual team members but also contributes to the overall performance and success of the team.

By adopting effective leadership styles and promoting a positive team culture, leaders can significantly enhance team performance. The role of leadership in driving team success cannot be overstated. Leaders who prioritize collaboration, growth, and engagement create an environment where individuals thrive and teams achieve remarkable results.

Building a High-Performing Team from Scratch

Building a high-performing team starts with recruiting the right individuals who possess the necessary skills, experience, and cultural fit. It is crucial to find candidates who not only have the technical expertise required for the job but also align with the team’s objectives and values. A well-thought-out recruitment strategy can help in attracting and selecting the best talent for your team.

Recruitment Strategies for High-Performing Teams

When it comes to recruiting high-performing individuals, there are several strategies that you can consider:

• Clearly Define Job Roles: Precisely defining the roles and responsibilities for each position can help attract candidates who align with the team’s objectives. By clearly outlining the expectations and deliverables of each role, you can ensure that potential candidates have a clear understanding of what is expected of them.
• Assess Potential Collaboration: During the hiring process, it is essential to assess candidates’ ability to collaborate effectively with others. High-performing teams thrive on strong teamwork and collaboration. Look for candidates who have a track record of working well with others and can contribute positively to a team dynamic.
• Behavioral Interviews: Incorporating behavioral interview questions can provide valuable insights into a candidate’s ability to solve problems, handle conflicts, and work well within a team. By asking candidates to share specific examples from their past experiences, you can gauge their interpersonal skills and their potential fit within your team.

Setting Clear Goals and Expectations

Once the team is formed, setting clear goals and expectations is essential for guiding their efforts towards success. Clear goals provide a sense of direction and purpose, while expectations ensure that everyone understands what is required of them. Here are some strategies to consider:

• Establishing SMART Goals: Setting Specific, Measurable, Achievable, Relevant, and Time-bound goals provides a clear roadmap for the team to follow. SMART goals help in defining clear objectives and enable the team to track their progress effectively.
• Regularly Communicating Expectations: Leaders should communicate expectations clearly and consistently to ensure everyone is aligned and understands their role in achieving the team’s goals. Regular check-ins and open communication channels can help address any questions or concerns and keep the team focused and motivated.
• Encouraging Goal Ownership: Team members should feel ownership over the goals they are assigned. When individuals take ownership of their goals, they are more likely to feel accountable for their work and motivated to succeed. Encourage autonomy and provide support to help team members take ownership of their assigned tasks.

By implementing these strategies, you can lay a strong foundation for building a high-performing team. Remember, building a high-performing team is an ongoing process that requires continuous effort, communication, and support. With the right recruitment strategies and clear goals in place, you can set your team up for success.

Sustaining High Performance in Teams

The importance of continuous learning and development.

Sustaining high performance requires a focus on continuous learning and development. Team members should be encouraged to enhance their skills and knowledge through various initiatives, such as:

• Training Programs: Provide opportunities for team members to attend training sessions, workshops, and seminars that enhance skills directly related to their roles.
• Mentorship Programs: Pair experienced team members with newer or less-experienced members to facilitate knowledge transfer and accelerate growth.
• Knowledge-Sharing Sessions: Organize regular knowledge-sharing sessions where team members can present their work, share best practices, and learn from one another.

Dealing with Challenges and Setbacks

Even high-performing teams encounter challenges and setbacks. It is crucial to address these issues promptly and effectively. Some strategies for overcoming challenges include:

• Identifying Root Causes: Assess the underlying causes of challenges or setbacks to prevent them from recurring in the future.
• Encouraging Open Communication: Create a safe space for team members to express concerns, share ideas, and collaborate on solving problems.
• Providing Support: Leaders should offer support and resources to team members facing challenges to help them overcome obstacles and get back on track.

Measuring the Success of High-Performing Teams

Key performance indicators for teams.

Measuring the success of high-performing teams requires the identification and monitoring of key performance indicators (KPIs) relevant to team objectives. Some common KPIs for teams include:

• Productivity Metrics: Measure the team’s output, such as the number of tasks completed, projects delivered, or revenue generated.
• Quality Metrics: Assess the quality of the team’s work, including customer satisfaction, defect rates, or adherence to project specifications.
• Team Happiness: Gauge team satisfaction and engagement through surveys or regular team feedback sessions.

The Role of Feedback in Team Success

Feedback plays a vital role in improving team performance and fostering continuous growth. Leaders should:

• Provide Constructive Feedback: Offer specific and actionable feedback to help team members understand areas for improvement and encourage their development.
• Encourage Peer Feedback: Promote a culture of peer feedback, where team members provide valuable insights to help each other grow and learn.
• Recognize Achievements: Celebrate individual and team successes to boost morale, motivation, and team cohesion.

In conclusion, high-performing teams are the backbone of successful organizations. By understanding the dynamics of high-performing teams, recognizing the role of leadership, implementing effective strategies for team building, sustaining high performance, and measuring team success, organizations can unlock the full potential of their teams and achieve remarkable results.

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High-Performing Teams Start with a Culture of Shared Values

• Greg Satell
• Cathy Windschitl

When attracting talent, a collective mission is more important than job descriptions and compensation packages.

In today’s disruptive marketplace, every organization needs to attract, develop, and retain talent with diverse skills and perspectives. The difference between success and failure will not be in the formulation of job descriptions and compensation packages, but in the ability to articulate a higher purpose. That begins with a clear sense of shared mission and values. Managers must clearly communicate their organization’s shared mission and hire people who will be inspired to dedicate their talents to it. The art of leadership is no longer merely to plan and direct action, but to inspire and empower belief.

Managers will face unprecedented challenges over the next decade. Not surprisingly, many leaders will choose to focus on the strategic aspects of change. Just as important, however, is driving a skills-based transformation that can create teams diverse enough to be vibrant and innovative, while remaining inclusive and cohesive enough to be effective. That’s easier said than done.

• Greg Satell is Co-Founder of  ChangeOS , a transformation & change advisory, an international keynote speaker, and bestselling author of  Cascades: How to Create a Movement that Drives Transformational Change . His previous effort,  Mapping Innovation , was selected as one of the best business books of 2017. You can learn more about Greg on his website, GregSatell.com  and follow him on Twitter @DigitalTonto  and on LinkedIn .  
• Cathy Windschitl is Practice Director at Proteus , a management consulting and executive coaching firm, where she works with global organizations and senior teams to develop talent, accelerate transformation, and drive growth.

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A Checklist for Building High-Performing Teams

Learn how to build a cohesive team and assess the effectiveness of existing resources to improve your team's performance.

Jennifer Stine

To build high-performing teams today, managers must have a comprehensive understanding of the gaps they’re trying to fill for their organization — and the skill to assess the effectiveness of existing resources.

But every manager knows that to build a cohesive team, you also have to consider “team fit.” People work most effectively together when their personalities are complementary.

Though instinct plays a significant role in the process of building a strong team, there are guiding principles that should underpin your decisions. Try using this checklist to gain a holistic view of the roles each member of your team plays and to identify skill gaps.

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• Technical or functional expertise . Consider the key functional areas in your company (e.g., quality control, marketing, finance), and determine how the proper blend of expertise on your team can best serve those areas.
• Problem-solving and decision-making skills . Think about the organizational processes that require these skills, and assign this responsibility to your strongest critical thinkers.
• Interpersonal skills.  Identify how the members of your team collaborate. Are there ways you can enhance performance by encouraging risk-taking, constructive criticism, objectivity, active listening, and mutual recognition?
• Learning styles.  Observe the unique way that each of your colleagues learns, and consider how cohesive their style of learning is with the broader team unit.
• Leadership.  Analyze how responsibilities are shared and distributed across the team, and always look for ways to make new connections.

Building high-performing teams is difficult, and even the best-intentioned manager can introduce new challenges along the way. But if you pay attention to both the hard and soft skills as you assess your team, in time you’ll navigate the process effectively.

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About the Author

Jennifer Stine is an independent consultant, teacher, and innovator with expertise in the development of world-class executive and professional programs, with over a decade of leadership experience at Harvard and MIT.

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An Agile Team is a cross-functional group of typically ten or fewer individuals with all the skills necessary to define, build, test, and deliver value to their customer.

Agile Teams may be technical teams focused on building digitally-enabled solutions, business teams delivering business functions, or, increasingly, elements of both. By quickly delivering work in small increments, all Agile Teams strive for fast learning, gaining fast customer feedback, assessing the results, and adjusting accordingly.

Agile teams are self-organizing and self-managing and are accountable for delivering results that meet the needs and expectations of their customers and stakeholders.

Agile Teams power the  Agile Release Train (ART) and thereby, the entire development portfolio. Agile teams collaborate with other teams to deliver ART solutions. They contribute to the  Vision  and  Roadmap , and participate in ART events. In addition, teams build the  Continuous Delivery Pipeline (CDP) that accelerates the flow of value and supports the ability to Release on Demand .

Agile teams are cross-functional, long-lived, and organized to deliver value as easily as possible. By building longer-lived teams and trains, enterprises can eliminate the start-stop-start ‘project’ way of working (see  Lean Budgets ) and eliminate waste and delays in the process. Agile Teams’ Lean-Agile Leaders provide the vision, guidance, and autonomy necessary to foster and promote high-performing Agile teams. As a result, assigning work to individual team members is no longer required. Teams become self-directed, self-reliant, and have more autonomy, further enabling decentralized decision-making  all the way to the individual contributor. Agile teams are more productive than groups of similar individuals, are more engaged in their work, and have more fun on the job.

Characteristics of Agile Teams

All Agile teams share certain defining characteristics, as described in the following sections.

Teams Constitute the ART

Most Agile Teams are a part of an Agile Release Train and deliver value together with other teams that operate within the context of a common solution mission. They synchronize frequently with other teams, stakeholders, and their management. Some Agile teams—for example, business teams, enabler teams that support multiple ARTs, independent research teams, LACE teams, etc.— can deliver value independently of an ART, but they still benefit from their Agile method in establishing the flow of customer value.

This article describes common characteristics and responsibilities for all types of SAFe Agile teams.

Agile Teams are Cross-functional

Agile teams are composed of members dedicated full-time to their teams and contain all the functions they need to deliver value (Figure 1). This avoids individuals multiplexing across teams and eliminates the handoffs and delays that occur when pushing value across functional silos. Most generally, Agile Teams are capable, enabled, and able to:

• Define –­ Elaborate and design the features and stories needed to deliver customer value
• Build  – Contain all skills necessary to create the elements of the solution
• Test – Ensure quality and performance of the new functionality
• Deploy  – Deploy increments of value to their customer

Agile Teams are Organized Around Value

SAFe Principle #10 – Organize around value , guides enterprises to organize people and teams around one goal: the continuous delivery of value to the customer. But to do so, they must consider how best to design their Agile Teams. As described in the book Team Topologies [1], SAFe recommends four primary ways to organize Agile Teams (Figure 2).

• Stream-aligned teams are end customer-aligned and are capable of performing all the steps needed to build end-to-end customer value
• Complicated subsystem teams are organized around critical solution subsystems. They focus on areas of high technical specialization, which limits the cognitive load on all the teams
• Platform teams provide application services and APIs for stream-aligned teams to be able to leverage common platform services
• Enabling teams provides tools, services, and short-term expertise to other teams

Further guidance on this important aspect of organizing Agile Teams can be found in the extended guidance article Organizing Agile Teams and ARTs: Team Topologies at Scale .

High-Performing

Great teams require more than talented individuals. Team composition and dynamics play a significant role. In fact, who is on a team has less impact on performance than how the team works together. High-performing teams share many ‘teaming’ characteristics:

• Alignment on a shared vision with clear goals and purpose
• A safe environment for taking risks without fear of embarrassment or criticism
• Diversity of knowledge and skills to independently make quick, effective decisions
• Mutual trust that allows for both healthy conflict and reliance on others
• Accountability to each other and the organization for reliably completing quality work
• Meeting commitments
• Understanding their work’s broader impact on the organization
• Having fun with their work and with each other

SAFe’s  Organizational Agility  competency provides more information on how Lean-thinking people and high-performing Agile Teams work to create better business outcomes.

Enabled by Critical Roles

Agile Teams are further enabled by two specialty roles (Figure 3).

1. The  Product Owner (PO) contributes to the Vision and roadmap and works with the team to define Stories and prioritize the team’s work. By working with the customer and the teams, they define a backlog that addresses customer needs and also helps maintain the technical integrity of the product.

2. The  Scrum Master / Team Coach (SM/TC) helps implement and maintain Agile practices, optimizes and improves team performance, partners with the Release Train Engineer (RTE) to guide improvements of the entire ART, and helps to optimize the flow of value.

When an Agile Team applies SAFe Scrum , the SM/TC has specialty skills to facilitate effective implementation of SAFe Scrum. When a team applies SAFe Team Kanban , the SM/TC has the specialty skills to facilitate an effective Kanban implementation.

Establishing Flow with Scrum and Kanban

Every Agile Team is responsible for establishing a fast, reliable flow of value to the customer. They achieve this by mastering two primary aspects (Figure 4):

• A team operating model – SAFe Scrum or SAFe Team Kanban
• The SAFe Team Flow accelerators that enhance the implementation of the model

SAFe Scrum and SAFe Team Kanban provide a set of practices that guide the team. This includes events, communication strategies, and specific rules that direct the progress of the work. But these methods work best with an underlying paradigm that helps the team maximize the flow of value to the customer. SAFe Flow Accelerators (SAFe Principle #6) provides this guiding paradigm. As part of this, teams:

• Work in small batches
• Keep work-in-process under control
• Address bottlenecks
• Periodically retrospect the product and the process

Most teams start their Agile journey by adopting SAFe Scrum. Practices like cadence-based planning, commitment to iteration goals, frequent retros, a daily sync, and adhering to a short iteration timebox are routine.

However, the work of some teams is better suited to respond to frequent and less plannable events. In this case, SAFe Team Kanban is often the preferred team operating model. SAFe Team Kanban is less dependent on iteration timeboxes, focusing more on a continuous flow of stories through the backlog to the customer.

Both methods are highly effective and are more alike than they are different. And in SAFe, both types of teams apply a Kanban system to manage their backlogs and work activities. In addition, many Agile teams build hybrid models to address their specific needs.

Responsibilities

The objective of every Agile Team is the same: to build the great products their customers need. They fulfill six primary areas of responsibility, as shown in Figure 5.

Each is described in the sections below.

Note: ‘Product’ is an important choice of words here. Realistically, not every team delivers a tangible, standalone product to an end-user customer, more typically, the full ART is required to do that. However, every team can and should recognize that whatever value they deliver—be it product, systems, subsystem, component, services, APIs, or other valuable assets—all benefit from treating their work as a product and knowing their customer, be they internal or external to the enterprise.

Connecting with the Customer

Agile Teams are responsible for understanding customer needs and defining the functionality needed to satisfy them. In order to develop a thorough understanding of the customer context, they apply Customer Centricity . To understand the problem and design the right solution, they apply Design Thinking . Doing so requires that all Agile teams:

• Build empathy with the customer – To build a great product for the customer, the team needs to think like the customer. However, often due to multiple degrees of separation from the customer, teams may struggle to understand actual customer needs and what represents value to them. Thus, increasing a team’s exposure to the customer context is essential. There are many ways to do that, including:
• Leveraging the Product Owners’ skills, knowledge, and responsibilities
• Establishing direct communication with the customer
• Participating in solution support
• Direct observation of the customer in action
• Implementing solution telemetry to monitor usage

Additionally, effective Agile teams spend time developing and understanding their primary user personas— and their needs, struggles, and opportunities for improvement.

• Participate in product definition – Agile team members leverage their knowledge of customer personas to create user stories and acceptance criteria. While the solution vision and feature definition is led by Product Management , it’s the teams that create the stories that fulfill that vision, as led by the PO.
• Design and execute experiments – As a part of customer and solution research, Agile Teams plan, execute, and review the results of various experiments. They implement research spikes , low-fidelity models, and prototypes to gain fast feedback.

Planning the Work

Agile Teams plan their own work. Planning allows teams to stay aligned with the rest of the train and progressively refine work within a short timeframe. Planning involves all team members and relies on collaboration and transparency. Effective planning facilitates alignment to a common goal while leveraging the flexibility and autonomy of each team member in achieving their objectives. Planning occurs at two levels:

• ART Planning – PI Planning is the event where each Agile Team gains alignment with the rest of the train and creates their backlog for the upcoming PI. PI Planning provides the larger, system view that is necessary to achieve a shared goal. As a result of PI Planning, the team creates a set of PI Objectives and a story-level outline of the planned progression of their work across iterations. This seeds the Team Backlog for the upcoming PI.
• Team planning – Once ART alignment has been established, teams perform shorter-term planning on a regular basis during the PI. The purpose of this planning is to leverage new learnings and plan the next short increment of value. The planning approach differs depending on whether a team applies SAFe Scrum or SAFe Team Kanban.
• Refining the Team Backlog – As knowledge emerges, teams continuously refresh and refine their backlog. The backlog is used to identify and prioritize the upcoming work they need to do to deliver their committed value.

Delivering Value

Value delivery is the primary task of an Agile Team. As a part of this effort, a team must be able to define, build, and test their stories. Many teams can also directly deploy new functionality into production or release them directly to the customer. This is the core process that takes place in the Development Value Stream to which the team contributes.

• Frequently integrate and test – A fast rhythm of development requires frequent integration and testing. This helps uncover technology and implementation problems early and gives the teams enough time to respond to the findings. The articles on Built-in Quality and Team and Technical Agility provide deeper guidance on these practices.
• Regularly synchronize with the rest of the train – While executing the PI, a team has multiple checkpoints with the rest of the train. This can take place in the form of an ART Sync that includes Coaches Sync and PO Sync. These events create visibility into the progress toward current PI objectives and help the ART make timely adjustments.
• Build the continuous delivery pipeline – An effective Agile development process also depends on a continuous delivery pipeline that has mechanisms for Continuous Exploration , Continuous Integration , and Continuous Deployment . This typically requires value stream mapping to identify sources of delay and excessive variability.
• Release frequently – Some teams are able to release directly to the customer. These teams may—typically in collaboration with some specialized teams or Shared Services —establish their own release process. Decisions on when to release value are typically made at different levels: major releases may be decided upon during PI Planning; routine deployments are governed at the iteration level. Others can even be event-driven.

Getting Feedback

The speed of solution development depends directly on the speed and fidelity of the feedback the team can obtain. Without it, the team cannot adjust the course quickly. Errors start to accumulate, resulting in ineffective and delayed solutions. Both customer and technology feedback are needed to move forward effectively.

• Find pathways to the customer – In a large organization, the customer may be many degrees of separation away from the Agile team that creates value. The Product Owner serves as a local customer proxy and can be instrumental in helping the team establish the right connections to obtain direct customer feedback. System Demos are one productive venue for customer feedback. Teams should also seek feedback from ad hoc interactions with the customers who are using the solution in their working environment.
• Frequently validate technical concerns – A team must continually validate the assumptions behind the solution architecture and the implementation strategy. Technology feedback comes from frequent integration, testing, and deployment. Additionally, research spikes and prototypes help to cost-effectively explore technical strategies.

Improving relentlessly

Relentless improvement is a core value of SAFe. Agile teams constantly seek ways to improve their process and the outcomes they are responsible for.

SAFe provides a comprehensive approach for measuring competency, flow, and outcomes, the three primary measures that predict business results (Figure 6).

As a part of the improvement effort, the teams do the following:

• Run routine improvement events – Many teams use regular team-level retrospectives during iterations. Additionally, all ART teams participate in a joint Inspect & Adapt event with leaders whose help can be crucial in establishing and implementing necessary corrective action.
• Improve some things immediately – Some problems should be addressed as they occur, without waiting for the next improvement event. Addressing issues as they emerge is an integral part of a culture of continuous improvement.

[1] Skelton, Matthew, and Manuel Pais. Team Topologies: Organizing Business and Technology Teams for Fast Flow. IT Revolution Press, 2019.

Last update: 22 August 2023

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High-performing teams: A timeless leadership topic

The value of a high-performing team has long been recognized. It’s why savvy investors in start-ups often value the quality of the team and the interaction of the founding members more than the idea itself. It’s why 90 percent of investors think the quality of the management team is the single most important nonfinancial factor when evaluating an IPO. And it’s why there is a 1.9 times increased likelihood of having above-median financial performance when the top team is working together toward a common vision. 1 1. Scott Keller and Mary Meaney, Leading Organization: Ten Timeless Truths , New York, NY: Bloomsbury, 2017. “No matter how brilliant your mind or strategy, if you’re playing a solo game, you’ll always lose out to a team,” is the way Reid Hoffman, LinkedIn cofounder, sums it up. Basketball legend Michael Jordan slam dunks the same point: “Talent wins games, but teamwork and intelligence win championships.”

The topic’s importance is not about to diminish as digital technology reshapes the notion of the workplace and how work gets done. On the contrary, the leadership role becomes increasingly demanding as more work is conducted remotely, traditional company boundaries become more porous, freelancers more commonplace, and partnerships more necessary. And while technology will solve a number of the resulting operational issues, technological capabilities soon become commoditized.

Cutting through the clutter of management advice

Every year, more than 10,000 business books are published, and that’s before you add in hundreds of thousands of articles, blogs, and video lectures. The demand for good advice is clear, but how can senior executives identify what really matters in this mountain of guidance? Our book, Leading Organizations: Ten Timeless Truths , seeks to answer this question by addressing a set of timeless corporate leadership topics—those with which every leader has grappled in the past and will do so in the future. One of the lenses we used to determine this was to look at all the articles published in the Harvard Business Review between 1976 and 2016 on different aspects of organizational leadership, and how the amount of coverage of each varied (exhibit). Top teams was number eight on a list dominated by talent, decision making and design, and culture and change—topics that reflect our own experience of what leaders struggle with, judging by McKinsey’s client-engagement records dating back some 70 years.

Building a team remains as tough as ever. Energetic, ambitious, and capable people are always a plus, but they often represent different functions, products, lines of business, or geographies and can vie for influence, resources, and promotion. Not surprisingly then, top-team performance is a timeless business preoccupation. (See sidebar “Cutting through the clutter of management advice,” which lists top-team performance as one of the top ten business topics of the past 40 years, as discussed in our book, Leading Organizations: Ten Timeless Truths .)

Amid the myriad sources of advice on how to build a top team, here are some ideas around team composition and team dynamics that, in our experience, have long proved their worth.

Team composition

Team composition is the starting point. The team needs to be kept small—but not too small—and it’s important that the structure of the organization doesn’t dictate the team’s membership. A small top team—fewer than six, say—is likely to result in poorer decisions because of a lack of diversity , and slower decision making because of a lack of bandwidth. A small team also hampers succession planning, as there are fewer people to choose from and arguably more internal competition. Research also suggests that the team’s effectiveness starts to diminish if there are more than ten people on it. Sub-teams start to form, encouraging divisive behavior. Although a congenial, “here for the team” face is presented in team meetings, outside of them there will likely be much maneuvering. Bigger teams also undermine ownership of group decisions, as there isn’t time for everyone to be heard.

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Beyond team size,  CEOs should consider what complementary skills and attitudes each team member brings to the table. Do they recognize the improvement opportunities? Do they feel accountable for the entire company’s success, not just their own business area? Do they have the energy to persevere if the going gets tough? Are they good role models? When CEOs ask these questions, they often realize how they’ve allowed themselves to be held hostage by individual stars who aren’t team players, how they’ve become overly inclusive to avoid conflict, or how they’ve been saddled with team members who once were good enough but now don’t make the grade. Slighting some senior executives who aren’t selected may be unavoidable if the goal is better, faster decisions, executed with commitment.

Of course, large organizations often can’t limit the top team to just ten or fewer members. There is too much complexity to manage and too much work to be done. The CEO of a global insurance company found himself with 18 direct reports spread around the globe who, on their videoconference meetings, could rarely discuss any single subject for more than 30 minutes because of the size of the agenda. He therefore formed three top teams, one that focused on strategy and the long-term health of the company, another that handled shorter-term performance and operational issues, and a third that tended to a number of governance, policy, and people-related issues. Some executives, including the CEO, sat on each. Others were only on one. And some team members chosen weren’t even direct reports but from the next level of management down, as the CEO recognized the importance of having the right expertise in the room, introducing new people with new ideas, and coaching the next generation of leaders.

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Team dynamics.

It’s one thing to get the right team composition. But only when people start working together does the character of the team itself begin to be revealed, shaped by team dynamics that enable it to achieve either great things or, more commonly, mediocrity.

Consider the 1992 roster of the US men’s Olympic basketball team, which had some of the greatest players in the history of the sport, among them Charles Barkley, Larry Bird, Patrick Ewing, Magic Johnson, Michael Jordan, Karl Malone, and Scottie Pippen. Merely bringing together these players didn’t guarantee success. During their first month of practice, indeed, the “Dream Team” lost to a group of college players by eight points in a scrimmage. “We didn’t know how to play with each other,” Scottie Pippen said after the defeat. They adjusted, and the rest is history. The team not only won the 1992 Olympic gold but also dominated the competition, scoring over 100 points in every game.

What is it that makes the difference between a team of all stars and an all-star team? Over the past decade, we’ve asked more than 5,000 executives to think about their “peak experience” as a team member and to write down the word or words that describe that environment. The results are remarkably consistent and reveal three key dimensions of great teamwork. The first is alignment on direction, where there is a shared belief about what the company is striving toward and the role of the team in getting there. The second is high-quality interaction, characterized by trust, open communication, and a willingness to embrace conflict. The third is a strong sense of renewal, meaning an environment in which team members are energized because they feel they can take risks, innovate, learn from outside ideas, and achieve something that matters—often against the odds.

So the next question is, how can you re-create these same conditions in every top team?

Getting started

The starting point is to gauge where the team stands on these three dimensions, typically through a combination of surveys and interviews with the team, those who report to it, and other relevant stakeholders. Such objectivity is critical because team members often fail to recognize the role they themselves might be playing in a dysfunctional team.

Leading Organizations: Ten Timeless Truths

Read more about the most challenging organizational issues leaders face, and practical steps to address them, in our new book.

While some teams have more work to do than others, most will benefit from a program that purposefully mixes offsite workshops with on-the-job practice. Offsite workshops typically take place over two or more days. They build the team first by doing real work together and making important business decisions, then taking the time to reflect on team dynamics.

The choice of which problems to tackle is important. One of the most common complaints voiced by members of low-performing teams is that too much time is spent in meetings. In our experience, however, the real issue is not the time but the content of meetings. Top-team meetings should address only those topics that need the team’s collective, cross-boundary expertise, such as corporate strategy, enterprise-resource allocation, or how to capture synergies across business units. They need to steer clear of anything that can be handled by individual businesses or functions, not only to use the top team’s time well but to foster a sense of purpose too.

The reflective sessions concentrate not on the business problem per se, but on how the team worked together to address it. For example, did team members feel aligned on what they were trying to achieve? Did they feel excited about the conclusions reached? If not, why? Did they feel as if they brought out the best in one another? Trust deepens regardless of the answers. It is the openness that matters. Team members often become aware of the unintended consequences of their behavior. And appreciation builds of each team member’s value to the team, and of how diversity of opinion need not end in conflict. Rather, it can lead to better decisions.

The ‘bike-shed effect,’ a common pitfall for team effectiveness

Many teams benefit from having an impartial observer in their initial sessions to help identify and improve team dynamics. An observer can, for example, point out when discussion in the working session strays into low-value territory. We’ve seen top teams spend more time deciding what should be served for breakfast at an upcoming conference than the real substance of the agenda (see sidebar “The ‘bike-shed effect,’ a common pitfall for team effectiveness”). One CEO, speaking for five times longer than other team members, was shocked to be told he was blocking discussion. And one team of nine that professed to being aligned with the company’s top 3 priorities listed no fewer than 15 between them when challenged to write them down.

Back in the office

Periodic offsite sessions will not permanently reset a team’s dynamics. Rather, they help build the mind-sets and habits that team members need to first observe then to regulate their behavior when back in the office. Committing to a handful of practices can help. For example, one Latin American mining company we know agreed to the following:

• A “yellow card,” which everyone carried and which could be produced to safely call out one another on unproductive behavior and provide constructive feedback, for example, if someone was putting the needs of his or her business unit over those of the company, or if dialogue was being shut down. Some team members feared the system would become annoying, but soon recognized its power to check unhelpful behavior.
• An electronic polling system during discussions to gauge the pulse of the room efficiently (or, as one team member put it, “to let us all speak at once”), and to avoid group thinking. It also proved useful in halting overly detailed conversations and refocusing the group on the decision at hand.
• A rule that no more than three PowerPoint slides could be shared in the room so as to maximize discussion time. (Brief pre-reads were permitted.)

After a few months of consciously practicing the new behavior in the workplace, a team typically reconvenes offsite to hold another round of work and reflection sessions. The format and content will differ depending on progress made. For example, one North American industrial company that felt it was lacking a sense of renewal convened its second offsite in Silicon Valley, where the team immersed itself in learning about innovation from start-ups and other cutting-edge companies. How frequently these offsites are needed will differ from team to team. But over time, the new behavior will take root, and team members will become aware of team dynamics in their everyday work and address them as required.

In our experience, those who make a concerted effort to build a high-performing team can do so well within a year, even when starting from a low base. The initial assessment of team dynamics at an Australian bank revealed that team members had resorted to avoiding one another as much as possible to avoid confrontation, though unsurprisingly the consequences of the unspoken friction were highly visible. Other employees perceived team members as insecure, sometimes even encouraging a view that their division was under siege. Nine months later, team dynamics were unrecognizable. “We’ve come light years in a matter of months. I can’t imaging going back to the way things were,” was the CEO’s verdict. The biggest difference? “We now speak with one voice.”

Hard as you might try at the outset to compose the best team with the right mix of skills and attitudes, creating an environment in which the team can excel will likely mean changes in composition as the dynamics of the team develop. CEOs and other senior executives may find that some of those they felt were sure bets at the beginning are those who have to go. Other less certain candidates might blossom during the journey.

There is no avoiding the time and energy required to build a high-performing team. Yet our research suggests that executives are five times more productive when working in one than they are in an average one. CEOs and other senior executives should feel reassured, therefore, that the investment will be worth the effort. The business case for building a dream team is strong, and the techniques for building one proven.

Scott Keller  is a senior partner in McKinsey’s Southern California office, and  Mary Meaney is a senior partner in the Paris office.

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How contact centers can sustain high-performing teams.

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Trevor Clark is the Founder and CEO of ShyftOff , a flexible, on-demand outsource solution for contact centers and customer support teams.

A contact center is not just a cost center but a strategic asset that has the potential to boost your bottom line or drive additional revenue for your business. But in an industry with a reputation for long hours, hard work and strict schedules, it can be challenging for contact center operators to build high-performing teams.

Building high-performing teams where agents not only care about but also love their jobs is possible. Drawing from my experience working with thousands of agents obsessed with high performance, I’ve learned a few things about building these types of teams.

Consider offering flexible work options.

Employee expectations of employers have changed post-pandemic. Unlocking the potential of your contact center lies in rethinking traditional motivators. Many workers today prefer at least some form of remote work , so consider embracing more flexible operation models that include entirely remote or hybrid work. The goal of implementing these work models is to cultivate an environment that agents want to work in.

Contact centers can achieve these flexible models by supporting gig work or adopting flexible hours to boost agent retention and satisfaction. Create a culture of respect and understanding by acknowledging and adapting to your agents' personal needs and lifestyles. This flexibility could also help attract a broader talent pool and encourage loyalty in your existing team.

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Performance-based incentives are critical in motivating agents within a contact center. They create a clear link between effort, performance and rewards. I've found that employees who perceive a direct correlation between their performance and tangible rewards are more likely to increase their effort and productivity.

Performance-based incentives can also create equity within your organization. Agents can individually own their input-output (effort versus reward) and compare it with their peers. These incentives can help foster a sense of fairness when rewards are directly tied to individual or team contributions. Performance-based incentives might include additional pay, the ability to work flexible hours or more paid time off.

It’s essential to clearly communicate what high performance looks like in your contact center. Establishing goals allows agents to understand the performance targets and their rewards. This defines expectations and provides a measurable objective for agents to work toward, furthering motivation and focus.

Invest in professional development.

Contact center work is sometimes fairly straightforward, with limited career advancement opportunities. This is why investing in your agents’ professional development is beneficial not just for them but also for your contact center. Providing access to training and certifications can make agents excited about their jobs and the potential to grow within your organization.

On-demand learning has made it possible to offer various educational and growth opportunities. These opportunities can equip your agents with the necessary skills and knowledge to sustain high performance. Specialized certifications, product knowledge sessions and cross-functional training broaden their expertise and open new career pathways. Leadership and management training can prepare promising agents for supervisory positions, while language skills and professional development workshops equip them to work with diverse customer groups.

Additionally, mentorship programs and educational reimbursement plans demonstrate a long-term investment in each agent's personal and professional growth, reinforcing their value to the organization and encouraging high performance.

Reinforce a culture of excellence and collaboration.

Building a high-performing team is more about cultivating the right culture than implementing specific strategies. The bedrock of a successful contact center is a culture that champions continuous improvement, celebrates achievements and encourages open communication.

One of the most important things a contact center can do for high-performing teams is to provide employees with the autonomy to make impactful decisions in their day-to-day work. This can include simple tasks, like the power to issue refunds to customers, or more complex tasks, such as developing creative approaches to address a customer challenge. Providing them with a sense of ownership in their work allows them to fully invest in their high performance, which is rewarded with incentives they care about, inspiring a culture of excellence.

Communication tools like Slack and Teams can be highly effective in keeping teams connected throughout the work day, regardless of location. By keeping teams connected and engaged, agents can work together on individual and collective output. These tools enable contact centers to communicate transparently across all levels to ensure agents feel valued and heard. Some strategies include creating specific feedback channels where employees can share best practices, suggestions to improve current workflows or insights from working on specific customer cases. Channels can also be created to enable workers to recognize one another and share kudos for other team members' accomplishments.

As leaders, we guide, inspire and enable our teams to reach their full potential. It's time to move beyond traditional contact center management and embrace a more holistic, human-centric approach. The path to building high-performing teams might be challenging, but it is undoubtedly achievable with the right strategies and mindset.

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