The Case for High-Performing Teams
Studies show that high-value work (including creativity, complex analysis, and/or scientific research, for example) happens more effectively with teams than with individuals.
When people feel a great level of cohesion with their teammates, they:
- Perform better
- Are more motivated by their desire for acceptance from their team than by their desire for money
Sources: Harvard Business Review, National Library of Medicine
In a global survey of 10,000+ workers, 65 percent viewed the shift to a team/network-based organization as impotant/very important. And yet, only:
7 percent said they were very ready to execute this shift.
6 percent thought they were very effective at managing cross-functional teams.
17 percent of CXOs regularly collaborate on “long-term interdependent work.”
A 2015 study of 95 teams in 25 leading corporations showed that nearly 75 percent of cross-functional teams are dysfunctional.
Sources: Deloitte 2019 Global Human Capital Trends, Harvard Business Review
Behaviors Learned
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Establish an inspiring common purpose -
Build alignment, ownership, and accountability -
Develop strong connection and trust -
Create a culture of respect and appreciation -
Manage conflict constructively -
Tap the team’s collective intelligence -
Maintain a positive emotional climate -
Practice a growth mindset
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Learn from every failure and experience
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Give and receive effective feedback
Core Ideas
On a high-performing team, people are aligned not just on the outside — in the goal they are pursuing, the approach they are taking to get there, and the role each person is playing — but also on the inside — in the thoughts, feelings, values, and intentions they bring to the team. Members of such teams are:
Committed to a shared purpose and set of values
Calm and receptive to the truth in all matters
Curious and open to new learnings
Connected with one another through bonds of empathy, trust, and caring
Centered in their peaceful and joyful spirit within
