The Real Key to Building High-Performing Teams

I’ve been part of teams where people refused to work together, backstabbed, sabotaged others’ performance, or took credit for work that wasn’t theirs. I’ve also worked with people who contributed little, rode on the coattails of those doing the work, or simply stayed behind closed doors. Yet, instead of addressing the real issues—letting non-performers go or confronting cutthroat behavior—the solution was often team-building exercises.

For years, many have believed that icebreakers and bonding activities help teams collaborate better and like each other more. The assumption is that these activities will magically create trust. But here’s the thing: trust isn’t something you can manufacture with a quick game or a retreat. Trust emerges when a team is already functioning well—not before.

Adam Grant puts it succinctly in his WorkLife podcast: “It’s not liking that drives performance—it’s high performance that often leads to people getting along.” And what drives that high performance? It’s not team dynamics but team design.

A successful team needs three key elements: the “who,” the “what,” and the “how.”

The “who” is about stable membership—a group of people who stay together long enough to build shared experience. Research shows that teams perform better when they’ve worked together for a significant period. For example, in professional sports, teams with consistent rosters tend to outperform those with frequent lineup changes. The same applies in project management: teams that remain together over multiple projects develop a rhythm, allowing them to anticipate each other’s needs and communicate more effectively. Familiarity leads to smoother communication, stronger collaboration, and trust that grows naturally.

But stability alone isn’t enough. You also need the “what”—a clear, compelling goal that everyone is committed to. Research shows the bond between team members matters less than the bond they share around a mission. In other words, mission cohesion is more important than social cohesion. When a team feels a shared sense of responsibility toward a meaningful goal, they’re more likely to stay engaged and perform well, regardless of personal relationships.

Finally, there’s the “how.” While it might seem logical to fill a team with highly experienced individuals, that’s not always the answer. The best teams are made up of people with complementary talents who can grow together, especially at the midpoint of a project, when they reflect on their progress, adjust their approach, and find new ways to collaborate more effectively.

The secret to building better teams isn’t a mystery and it certainly won’t happen after a few team building activities. It’s about intentional design—creating an environment and a team who work well together, grow together, and succeed together. When teams are designed well, trust isn’t something you have to force. It happens naturally.

So, here’s my challenge for you this week: Think about the teams you’re part of. How can you strengthen the “who,” clarify the “what,” or improve the “how”? Small shifts can lead to big improvements, and in the end, it’s about more than just great results—it’s about creating meaningful experiences for everyone involved.

Best wishes, Lauren

P.S. If you’re looking to strengthen your teams or improve workplace culture, we offer workshops and training focused on designing better teams—from hiring the right fit to managing conflict effectively. Our sessions provide practical strategies to help you build teams that don’t just perform well, but also create a positive, thriving work environment.