High-performing teams are at the core of successful organizations. But what makes these teams effective? Gump did an extensive analysis of several studies and research. We've collected the key factors and characteristics of high-performing teams. Below is a summary of insights from Lencioni's, among others The Five Dysfunctions of a Team, Google's Project Aristotle, and various academic studies into team dynamics and performance.

What are teams and high-performing teams?

What is a team?

A team is a group of people who work together to achieve a common goal. Teams are differentiated by interdependence. The individual's performance is inextricably linked to the success of the team as a whole. Effective teams are characterized by collaboration, communication and a shared sense of responsibility. Team size may vary, but research suggests that teams with 5 to 9 members are often the most effective. Smaller teams promote direct communication and trust.

How do we look at high-performing teams?

High-performing teams are teams that manage to consistently deliver outstanding performance. They have a strong internal coherence and a high level of commitment to organizational goals. These teams combine individual talents with collective synergy. A meta-analysis by Hackman (2002) identifies three basic conditions:

1. Team performance: The team achieves or exceeds the expected results.
2. Team member satisfaction: Team members find their work meaningful and support each other.
3. Sustainability: The team can continue to perform consistently under changing circumstances.

How to build a successful team

Several psychological studies have been conducted into what distinguishes team performance. Two important sources are Lencioni's The Five Dysfunctions of a Team EnGoogle's Project Aristotle: What Google Learned From Its Quest to Buildthe Perfect Team.

When you compare these two studies, a remarkable conclusion emerges: it's not who is in the team, or the individual characteristics of the team members, what matters most, but how the team interacts with each other. Team dynamics, or the way team members work together, determines the success of the team. These studies reveal five factors that distinguish high-performing teams:

1. Psychological safety: The sense of safety to take risks and make mistakes without fear of negative consequences. This is essential for innovation and effective collaboration.
2. Effective communication: Open communication promotes mutual understanding and team cohesion. It is important that there is room for constructive conflict.
3. Clear roles and team goals: Teams with clear expectations and responsibilities perform better and experience less confusion.
4. Reliability and responsibility: Teams whose team members are trustworthy and take responsibility for their roles are significantly better than other teams. This builds mutual trust.
5. Purpose and impact: Teams perform better when they experience their work as meaningful, serve a higher purpose, and they clearly see the impact of their team results.

Application in Practice

Based on the five factors, organizations can take concrete steps to build high-performing teams:

1. Psychological safety: Create a culture where making mistakes and taking risks are seen as learning opportunities. Organize team workshops to stimulate open communication and ensure respectful manners.
2. Effective communication: Introduce fixed consultation structures, such as daily stand-ups or weekly check-ins, to promote transparency and collaboration. Encourage active feedback moments where team members can give and receive constructive criticism.
3. Clear roles and team goals: Define clear expectations and responsibilities for each team member. Use tools to formulate goals and make individual contributions to team goals visible.
4. Reliability and responsibility: Encourage team members to keep agreements and take responsibility for their actions. Create an environment where team members can speak to each other without fear of negative consequences.
5. Purpose and impact: Link the team's work to the organization's wider mission. Regularly show how their results contribute to the success of the organization and a greater social purpose.

What steps is your organization taking to build high-performing teams? Reflect on the factors above and find out where there is room for improvement.

Sources:

1. Lencioni, P.M. (2002). The Five Dysfunctions of a Team: A Leadership Fable. Jossey Bass.
2. Duhigg, C. (2016). What Google Learned From Its Quest to Build the Perfect Team. The New York Times.
3. Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business Review Press.
4. Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly.
5. Peeters, M.A.G., Rutte, C.G., van Tuijl, H.F.J.M., & Reymen, I. M. M. J. (2006). The Big Five Personality Traits and Individual Satisfaction with the Team. Small Group Research.
6. Google. (2015). Project Aristotle: Understanding Team Effectiveness. Internal Report.
7. Gallup. (2017). State of the American Workplace. Gallup Press.