The Secrets of High-Performing Teams
By Jonathan Perez, Senior Consultant @ Thoughtium
Published December 2024
I used to wonder what the secret to high-performing teams was. What is a high-performing team, anyway? To me, these are teams that experience a powerful combination of depth in their connection to each other while producing extraordinary results.
In my search for a deeper understanding, most of the perspectives and research I found focused on behaviors such as the efficiency of producing deliverables, effectiveness of meetings, and time management. It all made sense, but I felt something must be missing. I had been part of many teams that got things done and managed time effectively, yet seemed to be disconnected from each other and suffered from a lack of cohesion when challenging moments arose. To me, there was another level of performance available on these teams.
During this time of inquiry, I had the opportunity to be part of a team that supported the delivery of a 7-day personal development experience with over 1,400 participants. There, I witnessed first-hand what I felt was missing from the research.
Being part of this team, I noticed they not only got things done efficiently, but also had a depth of connection and appreciation for each other I had never experienced before. I leaned in and paid close attention to the dynamics of the team, sitting with the question:
What is it that makes this team effective and able to be sincerely authentic?
That all boils down to one element I now consider to be the secret of high-performing teams: Trust.
So, what are the factors that contribute to a high degree of trust on a team?
Based on my experiences and research, there are 6 key behaviors I see as fundamental to building and maintaining trust on a team.
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Aligning on mission and purpose: Team members are aligned and feel deeply connected to a common mission, they understand why they do what they do, and they don’t fake it.
Taking 100% responsibility: If something does not go as expected or there is an issue, each team member is willing to identify how they contributed to the outcome or issue at hand. They are willing to take full responsibility without excusing others’ contributions to the issue and invite others to take their 100% responsibility.
Making clear agreements: Team members practice making clear agreements, , and renegotiating when they are no longer able or willing to keep the original agreement. Additionally, if an agreement is broken, they take responsibility to clean it up and repair trust.
Practicing Emotional intelligence: Team members consistently manage their emotional reactions and stress in the moment. They practice staying objective, without bypassing their emotions, and can self-regulate. They also practice not taking things personally and staying curious, which minimizes defensiveness against other team members.
Communicating with openness and honesty: Team members practice speaking what is true for them, in the kindest way possible. In doing so, they lead by example and invite others to feel safe to express themselves fully and authentically.
Giving and receiving feedback: Team members consistently give each other feedback and invite it during the natural flow of work, not waiting for a formal review window. They understand that feedback allows them to become aware of their blind spots and catalyzes growth.
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One additional skill I’ve noticed high-performing teams practice is they focus on how they work together, not only the what — this is what The Conscious Leadership Group calls content vs. context.
Awareness of context
High-performing teams pay close attention to the context in which their work is being done. Team members understand that if their actions come from a place of fear, frustration, or stress, it is not received well by others and leads to an unproductive work environment. Having that awareness, each team member takes responsibility for managing their state and communicating in a way that is based in curiosity and open-mindedness, rather than needing to be right. When leaders notice they are in a state of defensiveness, they pause, breathe, and reset. They practice self-regulation, returning to a state of curiosity and openness. This creates a context of trust and sincere connection, where everyone feels safe to express themselves authentically.
Trust is a complex topic and I hope this quick breakdown of my experiences, research, and observations supports you in building a foundation of trust with your team.
Some of my favorite work at Thoughtium involves helping teams deepen their levels of trust with each other in service of delivering great impact and business results. Seeing the increased levels of energy, engagement, performance, and connection on a team is one of my favorite things in the world!
If you’re interested in exploring how we might support you and your team to maximize your performance, reach out! We’d love to connect with you.
