Opinion: These 5 traits make for a high-performing team

Sherry Coker

I’ve had some great experiences working on a team. I’ve also had experiences where just surviving felt like an achievement (possible exaggeration).

What makes some teams capable of scientific breakthroughs while others struggle to agree on lunch? Both teams I’m referring to were made up of intelligent, experienced individuals, so why were the experiences so different?

Building a high-performing team is about more than just hiring a group of talented individuals; it’s about creating a meaningful group effort where the whole is greater than the sum of its parts. Rarely do businesses thrive solely on individual effort; it’s usually the collective work of teams overcoming tough obstacles that propels a business.

Bruce Tuckman’s theory on the five stages of team development provides insights into how productive teams form and develop over a three-to six-month period. If you have a team that’s struggling to produce results, examine the following five aspects of team performance.

1. Trust is the bedrock upon which high-functioning teams are built. It’s the confidence that your teammates have your back, that they will do their part, and that they can be vulnerable without fear of judgment. Leadership expert Patrick Lencioni teaches us that trust is foundational for healthy conflict and commitment to team decisions. Without trust, teams are likely to avoid constructive feedback, hide mistakes and disengage from team goals.
2. Purpose drives a team forward. When each member is connected to a shared vision, their work rises above the daily grind. Author and optimist Simon Sinek inspires us to start with ‘why’ – the purpose that ignites passion and unites a team in pursuit of a common goal. A strong leadership team working together and communicating this vision across various teams is essential. A clear and compelling purpose helps align actions with the organization’s mission and values, creating a sense of coherence and direction.
3. Empathy is the ability to walk in another’s shoes. It’s understanding that behind every colleague’s work is a human being with their own set of challenges and aspirations. Professor and author Brené Brown encourages us to lead with courage and empathy, fostering a culture where team members feel seen and valued. By practicing empathy, teams can build trust, resolve conflicts and support each other’s growth and well-being. Empathy is not only a soft skill, but a powerful tool that can enhance collaboration, innovation and performance.
4. Accountability is about owning your contributions to the team, both the triumphs and the missteps. It’s a commitment to hold yourself and your teammates to a standard of excellence. High-functioning teams don’t shy away from accountability; they embrace it as a pathway to continuous improvement.
5. Adaptability is a team’s superpower in a world of constant change. It’s having the agility to pivot when the unexpected strikes, to learn from experiences and to evolve strategies. High-functioning teams are not rigid; they are fluid, embracing change as an opportunity for growth.

As I think back on my experiences with both a good and bad team, I can now see where we thrived and struggled.

The difference was not in the skills or talents of the team members, but in the ways we chose to interact with each other. How we communicate, collaborate and support each other can make or break a team’s success.

Sherry Coker is the owner of Coker Consulting LLC. She can be reached at sherry@cokerconsulting.net.