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I think a lot about high-performing teams - how they function and how they come to be. I also think a lot about what goes into the makings of healthy, successful organizations.
From personal experiences and countless resources I’ve studied and researched through the years, it’s clear there’s a wealth of material on high-performing teams. None of it is really right or wrong, and much of it elicits an “oh yeah” moment of agreement. A few even offer the “here’s how.”
But I still find myself asking, “Ok, but HOW, exactly?”
I’ve tried implementing a lot of what’s recommended, and many times, it just didn’t work. We’d hit roadblocks and revert right back to our old, dysfunctional ways. Sure we moved forward, got things done, and sometimes the results even looked impressive.
On the surface, we were a high-performing team. But beneath that facade, cracks appeared - we missed opportunities, lost momentum, and the team’s well-being suffered. It wasn’t sustainable.
Books like “The Five Dysfunctions of a Team” and “The Leader Who Had No Title” offer a wealth of insights that have helped me out a lot in my career. So many resources share universal wisdom that feels instinctively right, like the importance of fostering psychological safety, championing autonomy, cultivating trust through vulnerability, and the urgency to break down silos.
But HOW?
How do we genuinely build trust through vulnerability? How can we truly prioritize autonomy? How do we effectively break silos? The challenge is not just in acknowledging these principles but in understanding their essence and mastering their implementation.
That’s why I find myself peeling back the layers to truly understand.
I want to get to the heart of these (and other) principles. What do they fundamentally require? What are their intrinsic qualities, and how can we genuinely adopt and actualize them? What outcomes should we expect? And if things aren’t aligning, how do we recognize the signs and recalibrate?
Of course there is no “one size fits all” roadmap or universal formula for molding high-performing teams and leadership itself is very much context-dependent.
And even though the ideal scenario positions these high-performing teams within larger, healthy and successful organizations, that’s a deeper conversation for another time.
For now, here’s my attempt at identifying core components of high-performing teams and the habits they consistently exhibit, in an attempt to bridge the gap between recognition and real-world application.
My hope is to transition from the familiar “oh, yeah” moments to a clearer “let’s work on this” strategy, guiding us on our journey to create such exceptional teams.
What is a high-performing team?
Let’s first define a high-performing team as it can mean different things to different people.
This definition is important because it conveys that high-performing teams are not solely driven by quantitative achievements. They’re more than just results-driven. They are unified, adaptive, growth-focused, and prioritize both the collective and individual well-being. They embody the best of teamwork, balancing performance with holistic growth of their members. The whole is greater than the sum of the parts.
Concrete & Actionable Habits of High-Performing Teams
Great, now that we have a definition of what exactly constitutes a high-performing team, let’s identify some of the tangible, visible, identifiable, and actionable habits these high performing teams display - that anyone can begin implementing today.
They’re not nice
It might sound counterintuitive, but high-performing teams aren’t always “nice” in the traditional sense. While niceness often masquerades as polite superficialities, it can sometimes suppress genuine concerns or mask true feelings.
At its best, being nice can signify genuine goodwill. At its worst, it’s a front that avoids hard truths. Being nice typically sidesteps a potential issue or avoids confrontation with some sort of superficial agreement. Nice is, “Oh, I love that for you. Bless your heart. Well, as long as you’re happy with it. I guess that’s one way to do it.”
High-performing teams are not nice to each other. They are kind. The difference? Being kind means that they respect each member’s worth and humanity, genuinely want the best for one another, and are truthful, even if it means voicing uncomfortable observations. Kind is, “I noticed you’ve been struggling lately. What’s causing the challenge? How can we work through it together?”
So if someone messes up or falters in their responsibilities, their peers won’t avoid addressing the issue. The approach is never aggressive or derogatory either. It’s framed with genuine concern, “Hey, I noticed the reports haven’t been updated since last week. Everything ok? How can I support you? We need to keep them current otherwise the Marketing team won’t be able to do their jobs.”
Issues are tackled head-on, but always with empathy and the intent to uplift, not tear down.
They look in the mirror
It’s not about vanity or seeking validation in the “who’s the fairest of them all?” kind of way. No. Members of high-performing teams constantly reflect on themselves. They’re introspective and are committed to understanding themselves better.
They seek to expand their awareness of how they show up. They’re constantly looking to understand how their behavior impacts others and outcomes. They have the courage to see things about themselves that may be difficult to accept.
This commitment to self-awareness - a foundational element of emotional intelligence - distinguishes outstanding leaders and teammates.
Folks on high-performing teams consistently engage in this reflective process.
They appreciate and seek out feedback - not as a critique meant to bruise their ego, but as invaluable insights revealing their blind spots. To them, they’re pulling in data points. This perspective empowers them to continuously evolve and refine their approach, both for their own growth and for the benefit of the team and organization.
They see each other as humans
This concept is so compelling and powerful - I wish we all understood and harnessed it in our daily lives. In a world plagued by polarization, it has become the norm to alienate and objectify those who differ from us in thought, appearance, belief, or opinion. We cling so tightly to our convictions and predefined notions, that we unconsciously dehumanize others, making it easier to belittle, degrade, or even obliterate them.
The Arbinger Institute, in their amazing book “The Anatomy of Peace,” illustrates this idea by differentiating between having a ‘heart at peace,’ which perceives others as fellow humans, and having a ‘heart at war,’ which reduces people to objects.
People on high-performing teams see each other as humans, not objects.
They understand that diversity in thought, temperament, background, perspective, and inclination is enriching rather than detracting. All of it contributes to our diversity. It doesn’t take anything away from anyone. Every difference is viewed as an addition. The focus remains steadfastly on actions and their repercussions, never falling into judgments of worth or comparison of value.
This ability to see and embrace each other’s humanity is at the core of many other habits.
They don’t gossip
Let’s get one thing straight - gossip just doesn’t fit the high-performing team way of being. This is directly derivative of the previous habit of seeing each other as humans and not objects.
Gossiping about others inherently reduces people to objects of ridicule and chat fodder. The whole purpose of gossiping is to feel better by putting someone else down. It’s mainly born out of fear, boredom, or lack of trust and may seem harmless, but it is nonetheless destructive.
Members of high-performing teams steer clear of it. Since they genuinely view their colleagues as human beings first and foremost, they will be direct in their approach (remember, kind not just “nice”) and they’ll face issues head-on rather than whisper behind closed doors.
Joseph Grenny in his article, “Stop Enabling Gossip On Your Team,” refers to gossip as a form of “learned incompetence” that is also an “acquired skill that produces poor results.” And Dan Pallota in his article, “Gossip Kills Possibility,” also points out that gossip “kills the business or at least its real potential.” We end up being inadvertently committed to our organizations failing rather than succeeding - and it becomes a self-fulfilling prophecy.
High-performing teams maximize potential, they don’t stifle it.
They exercise agency
Life isn’t something that just happens to members of high-performing teams - they make life happen. They don’t just sit back and let events wash over them - they dive right in and shape the narrative. As Jeff Szczepanski, founder and CEO, points out in his interview on Growth Unbound, truly owning a problem or challenge and taking the reins is a powerful way forward. It boils down to agency - the capacity to act in any given environment.
High-performing teams recognize their power as individuals and as individuals within a greater, collective whole.
When challenges pop up (and they most certainly will), they don’t play the blame game. Instead, they go into solution mode: “What’s our endgame here? How do we achieve it?”
They’re not gossiping or complaining behind the scenes or asking a bunch of “Why do they keep doing this” or “When will they ever pull their weight?” questions - they’re facing issues head-on asking, “What’s the desired outcome and how can we proactively get there?”
If someone on another team isn’t meeting expectations, they skip the gossip and refuse to be passive victims of their circumstances. With clarity on the vision, goals, and their roles, they don’t wait around for directives. They’re hands-on, proactive, and ready to take initiative.
They have clarity and continually seek it out
This one’s a dealbreaker. Clarity is non-negotiable for high-performing teams.
People in high-performing teams are anchored in a clear understanding of their foundational elements: roles, responsibilities, vision, destination, strategies, and success metrics. Operating without these guiding principles is simply out of the question. It’s not just about doing a bunch of great things - it’s about direction. They don’t wander aimlessly hoping to stumble upon success. Hope is not their strategy.
Have you ever come across a high-performing team that does brilliant work which doesn’t produce results?
No.
If they’re not producing results, they’re not high-performing. Period.
Their work, in isolation, may be cool, cutting-edge, and receive a lot of accolades, but if it’s not mapping to the desired outcomes, if it doesn’t move the needle on pre-identified, agreed upon metrics, then they're only mirroring an illusion of high performance.
And it’s not just about having clarity - it’s about relentlessly pursuing it.
Activities aren’t done in a vacuum. If they’re working on something and its relevance or alignment feels ambiguous, folks on high-performing teams don’t hesitate to pause and question.
They understand that directionless effort, no matter how dedicated or stellar, rarely leads to meaningful outcomes. Instead of moving forward with this confusion, they push back, sharpen their focus, and ensure every effort aligns with the end goal.
They show and express appreciation
This is intrinsically linked with kindness and recognizing each other as human beings. Members of high-performing teams recognize, acknowledge, and genuinely appreciate their peers. They take initiative to voice their gratitude and validation - whether in private conversations or public forums. The specific medium of communication is not as important as the sincerity of the message and the deepening bond it fosters.
Things like, “Thanks for walking me through that,” “It must have been tough to present to the entire company,” or even a simple, “Hey, thanks. I appreciate it,” are common.
This appreciation isn’t just verbal. It’s evident in the way they listen to others when they speak and obvious in their occasional check-ins. Their behavior embodies a clear “I see you, you matter” sentiment without expecting anything in return.
And high-performing teams understand the distinction between recognition and appreciation.
As Mike Robbins explains in his HBR article, while recognition hinges on performance, appreciation focuses on an individual’s inherent value.
We all crave validation - a sense of being seen and heard and understood. These teams recognize that authentic appreciation is essential. It fosters trust, boosts productivity, and positively impacts well-being and outcomes.
They don’t necessarily like each other
Sounds weird, especially after discussing kindness and appreciation, right?
But there’s an essential, subtle nuance to grasp here. High-performing teams are mature and emotionally intelligent, and they understand that personal liking isn’t a prerequisite for effective collaboration. It’s perfectly natural to occasionally feel irked by a colleague’s mannerism or voice for example. But these teams also recognize that these feelings are internal and personal. It’s not about their colleagues - it’s about their own preferences and triggers.
What matters most is their shared commitment to the larger goal, and the team’s shared vision.
They may not hang out together during lunch breaks, but they respect each other, see their value, collaborate efficiently, and follow the team’s agreed-upon protocols or operating agreements (more on that in a bit.)
Their emotional maturity ensures they rise above personal biases, allowing them to work optimally without letting individual preferences get in the way of their collective mission.
They have operating agreements
This one’s a biggie.
While emotional maturity and shared objectives are great starting points, without established operating agreements, teams risk inefficiencies and misunderstandings. Imagine driving without traffic lights? Even if everyone respects each other and wants to get to their destinations safely, the lack of shared protocols would result in mayhem.
So, what are operating agreements?
Think of them as a team’s playbook. A blueprint detailing the do’s and don’ts, the how’s and why’s. They’re more than just clarity on roles and responsibilities - they define the day-to-day dynamics of team interactions. What we would ordinarily consider “culture” would be a part of this.
These agreements help answer questions like, “How do we voice concerns? How should we report results? How do we communicate with each other? What do we do if there’s something urgent after 5pm?”
For example, an operating agreement might dictate weekly stand-ups to gauge progress or set forth that “no code is written without a spec.” It could be procedural like “every project must have a project brief, “ or behavioral like, “we agree to disagree, but we commit to the decision made by the DM.” One of the most fundamental agreements could be to “talk with the person, not about them.”
By having these protocols in place, and making them known, we neutralize potential points of contention and we make sure the environment remains focused and uncharged. They serve as the team’s safety net, guarding against unintentional but disruptive biases and reactions, letting the team focus on what they do best.
High-performing teams also know that these operating agreements are not set in stone.
As teams and businesses evolve, learn, and grow, so too should their frameworks. Team members periodically review and refine their operating agreements so that they’re relevant and effective.
By keeping these guidelines dynamic and receptive to feedback, teams can adapt to new challenges and situations, continually improving their collaborative environment. This iterative process fosters a culture of continuous improvement, making sure that the team’s methods are always in sync with its goals and challenges.
They argue and debate
When emotionally mature individuals, who respect, honor, and appreciate each other, come together in an environment with clear operating agreements, a special kind of magic happens - you get a lot of healthy, productive conflict.
High-performing teams not only argue and debate, they genuinely value and encourage it. Why? Because they recognize that these dialogues stimulate critical thinking, surface underlying presumptions, and crystallize ideas.
For these teams, debates aren’t about proving someone wrong but about collaboratively arriving at the best possible solution or understanding.
They challenge and are open to being challenged, knowing that it’s a route to better, more informed decisions. They harness the power of the Socratic method - continuously questioning and refining ideas for a richer understanding.
And they don’t engage in debates just for the thrill of it.
It’s about using constructive disagreement as a tool for growth. When someone proposes an initiative - especially one that entails a high-impact decision, they’re prepared to advocate for it, while remaining receptive to questions and critiques.
This doesn’t imply micromanagement or continuous pushback on the tasks individuals undertake. Not at all. It reflects trust in each person’s competence, combined with a belief that collective deliberation adds value.
Everyone is empowered to do their work and make decisions within their sphere of autonomy, but within a culture that values collective intelligence and refinement. They won’t be offended when their manager or colleague asks, “Can you walk us through your thought process on this?” These interactions are rooted in a commitment to clarity and excellence, not in micromanagement.
They clean up their messes
It may be tempting to assume high-performing teams are made up of perfect human specimens. But let’s nip that in the bud right away. These individuals, as part of their commitment to authenticity and humanity, are well aware of their fallibility.
Mistakes happen.
Whether it’s a deviation from an operating agreement, harsh words thrown in the midst of having a bad day, a misstep in a critical process, or simply missing a deadline, even the best can stumble.
But what sets members of high-performing teams apart is their immediate acknowledgement of these mistakes. They don’t hide behind excuses or lay blame elsewhere. There’s no downplaying, no hoping it’ll go unnoticed. Instead they step up, own the misstep, apologize, and do whatever is necessary to rectify the situation.
This proactive approach isn’t just about making amends.
It’s about preserving and nurturing the trust within the team. When errors are quickly addressed and corrected, it boosts the team’s collective confidence, reinforces bonds of trust, and allows for continuous collaboration and forward movement. It’s also a demonstration of empowered accountability - a critical habit we talk about next.
They have empowered accountability
The term “accountability” is often paraded about in business circles, but its meaning has been diluted and distorted.
Many view it as a punitive measure, like an invisible stick used to keep employees in line. But when I talk about “empowered” accountability, I’m envisioning something different - something freeing, proactive, and positive.
Empowered accountability is about entrusting team members with the authority, autonomy, and the resources they need to fulfill their roles effectively. It’s not about micro-management or punishable oversight. It’s about trust, responsibility, and the freedom to act.
Daniel Markovits, in his HBR article on productivity, beautifully captures this essence. He says, “The rule is simple, if the employee is responsible for the outcome, they should have the authority to make necessary decisions without being forced into an endless string of emails, meetings, and presentations.”
On high-performing teams, this trust is implicit. With defined roles and responsibilities, everyone understands their specific ‘swimlanes’. They’re not just accountable in the conventional sense, they’re empowered. They don’t need to seek validation for every decision, they’re granted autonomy to make calls in their area of expertise. And if they mess up, they own it.
And it’s important to recognize the boundaries. Healthy debate is encouraged for shared decisions impacting collective goals. So if a marketing team’s objective is to increase leads by 50%, each team member - be it the digital marketer, event marketer, or automation expert - knows and owns their part in achieving that goal. They have the freedom to make decisions within their domains without undue interference.
Empowered accountability is not a standalone solution either.
It thrives in environments built on the habits we’re laying out here: mutual respect, shared vision, clear operating agreements. Without these foundational pillars, empowered accountability can easily turn into an isolated “mind your business” approach.
It’s not about individuals operating in silos, making decisions in a vacuum.
It’s about making informed autonomous decisions within the context of a united, supportive, and aligned team. It’s the combination with other habits listed out here, including the presence of a shared vision, beliefs, appreciation, and recognizing each other’s humanity, that provides the fertile ground for empowered accountability to bear fruit. In their absence, empowered accountability risks becoming an avenue for unchecked individualism rather than a tool for collective growth and success.
They slow down to speed up
Connected to the habits of agency and clarity, high-performing teams understand the need for “discovery” work when undertaking any initiative.
Slowing down to speed up is a term often used by salespeople. They understand the importance of building rapport with prospects, getting into their worlds, helping them identify their pain points, and discovering their needs along with suitable solutions. This might mean “holding the product behind their back” initially, to make sure both the seller and the prospect fully understand each other and gauge if they’re a good fit. Once this alignment is achieved, actions can be accelerated.
High-performing teams invest time in grasping the bigger picture. They know that busy work isn’t inherently productive work.
They zoom out for a macro perspective and zoom in for micro details.
They understand their goals, the variables at play, underlying assumptions, and critical data points. After laying this groundwork, they dive into planning and implementation, executing with precision, while consistently monitoring, measuring, and iterating.
This isn’t about getting stuck in research mode or analysis paralysis. It’s about doing the groundwork. Making informed decisions, and once those are set, moving forward with purpose. Not just moving for the sake of it, but moving with clarity and intent.
Teresa Torres articulates this through the concept of “continuous discovery” in product development. Her approach encapsulates the essence of this method. It’s not just about shipping products or releasing features. It’s about understanding that discovery often surpasses delivery in importance.
And if companies don’t pause to emphasize discovery, they jeopardize their own sustainability. It’s critical to find a balance between understanding and action. This, coupled with consistently gauging the environment, ensures that teams are poised and prepared to move forward quickly once the groundwork is solidified.
They honor their word
When we talk about integrity in the context of high-performing teams, it’s not the grand, larger-than-life examples we might first think of, like whistleblowers taking bold stances. It’s not quite that at all. It’s rooted in the simple yet powerful principle of keeping one’s word.
High-performing teams are extremely aware of the weight behind their words.
They understand that when they say they’re going to do something, it’s not just a casual statement. It’s a promise that others rely upon. Following through is not a nice-to-have. It’s a must-have. And if circumstances change or they can’t deliver as promised, then they proactively reset expectations.
It’s a straightforward philosophy: say what you mean and mean what you say.
I broke this down in an earlier article called, “How to Lead With Integrity in 4 Steps,” where I distilled integrity into four main pillars: think before you commit, honor your word, reset expectations, and maintain open lines of communication.
For these teams, integrity plays out in the daily interactions.
If a team member says they’ll provide feedback by a particular date, they make sure they do. If they find they can’t meet the deadline, they communicate this ahead of time, setting new expectations. And on the rare occasion they might overlook a commitment, they’re quick to own it and “clean up their mess” - they apologize and make it right.
These practices aren’t just about being considerate.
High-performing teams understand that such integrity, specifically in honoring their word, is the bedrock of trust. Without trust, any pillars of productivity and collaboration will start to crumble.
They’re always learning
Folks on high-performing teams approach life and work with an expansive mindset - what we’ve come to know as a “growth mindset.” They humbly accept that they don’t have all the answers and that their knowledge, no matter how vast, is never complete. It’s a realization that the landscape of knowledge is vast and ever-evolving.
They embrace the belief that while they may be experts today, there’s always room for growth and new horizons to explore. Understanding that change is the only real constant, they remain agile, ready to pivot and adapt.
This continuous learning isn’t just about staying updated in their field or industry.
It’s more profound than that. It’s about introspection and self-awareness (holding up the mirror), about understanding others better, and about widening one’s perspective to see the world with a more informed and nuanced outlook. Every experience, whether a success or setback, becomes a lesson.
At its core, this perpetual thirst for knowledge underpins all other habits. It’s the foundation that allows all the other practices to flourish, evolve, and adapt. By continuously learning, high-performing teams ensure they’re not only keeping pace with the world, but often staying a step ahead, leading the way.
They measure and drive results
This is what it all boils down to, right?
The whole purpose of building, growing, and nurturing teams is to bring people together to accomplish something that was already predetermined. To reach a destination. And multiple mini-destinations on the way there.
At the end of the day, it’s not about accolades, copious amounts of PR coverage, the latest fab awards, or even social media likes and mentions. At the end of the day it’s about producing results. The kinds of results that map to desired outcomes. Continuously. Over and over again. While maintaining the integrity, well-being, and growth of the people and company.
And so each habit we’ve discussed contributes in some way to a team’s ability to achieve and measure results.
Whether it’s through clear communication, empowered accountability or slowing down to speed up, every single habit facilitates the team’s journey toward producing these important results. And as results are achieved, not only do they validate these habits, but also reinforce the team’s commitment to them, creating a healthy, self-sustaining cycle of continuous improvement and accomplishment.
They part ways if needed
This is probably the hardest habit and one of the most important.
Sometimes, things just don’t work out with a team member. They might be skilled and have the experience, but they lack self-awareness, integrity, or the desire to give and receive feedback. Or perhaps they are highly self-aware, communicate well, see others as humans, and show appreciation, but they just aren’t delivering the results for which they’re responsible.
Whatever the case, for the sake of the team and organization’s integrity, cohesion, health, and effectiveness, it’s critical to part ways with those who aren’t meeting expectations.
But, there are two extremely critical points to consider in these cases:
- The departure should be handled with dignity, reflecting the kindness, appreciation, and human-centric ethos of the team’s culture
- The decision should NOT come as a surprise to the person being let go
If someone is being let go, they shouldn’t feel blindsided. If the team has been genuinely practicing all the habits we discussed, that person would have received consistent feedback and would have a clear understanding of their performance in relation to overarching goals.
Parting ways is challenging and can be emotionally taxing on everyone involved. But sometimes it’s in the best interest of both parties.
Remember - what you allow, you teach.
If you continuously allow someone to not meet expectations, be it in terms of results, behavior, or adherence to team agreements, you’re inadvertently teaching them, and everyone else, that this behavior is acceptable. This approach, if unchecked, can erode the health and effectiveness of the entire team and potentially the larger organization. After all, we’re talking about a team, not a solo performance.
Implementing The Habits
And there you have it. While there are tons of articles, books, talks, and seminars about the keys to team success, I’ve attempted to present you with something a tad different. I genuinely believe these habits are more tangible, and replicable than many of the nebulous concepts saturing leadership discussions.
I hope these insights offer leaders and teams a concrete blueprint to work with. I hope they see that the essence of high-performing teams isn’t just about adopting a set of behaviors - it’s first about embracing a particular mindset, a distinct and empowering context. From this foundation, from this space, certain behaviors naturally show up and can be regularly practiced to contribute to a team’s excellence.
And this isn’t about seeking perfection. It’s about relentlessly pursuing excellence. And the journey is ongoing - it never ends. The daily commitment to these habits makes all the difference.
So I hope you start today. Pick one habit that resonates the most with you or your team’s current state. Commit to it, research it more, practice it, and see what happens. And when you’re ready, come back here, pick another habit, and continue the journey. I’d love to hear your stories, your challenges, and your successes. Share them and let’s grow together - email me or tag me on Linkedin to discuss. Together, we can learn, grow, and achieve more than we ever imagined.
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