The surprising truth about what makes teams thrive
In my last post, we looked at what I believe is the most powerful idea in school improvement: the slice team. But it’s not enough just to appoint a representative team. You also need to figure out how to jell your team, and how to make it as cohesive and effective as it can be.
In the next three posts, I’ll focus on three key ideas for how to make your slice team optimally effective: cohesion, team flow, and interthinking.
What makes teams successful?
In recent years, there has been some fascinating research into why some teams flourish while others falter. Google’s two-year Project Aristotle investigated a deceptively simple question: ‘What makes teams successful?’ Studying over 180 teams, the researchers uncovered surprising insights that challenge conventional wisdom.
Initially, they assumed that successful team simply require high-performing individuals, an experienced manager, and ample resources. Yet, surprisingly, this wasn't the case. Instead, they discovered that group norms and dynamics play a far greater role in team success than individual skills or managerial oversight.
Group norms are the informal, often unspoken rules by which teams interact. These norms can dramatically shape the effectiveness of your team meetings, productivity, and collective wellbeing.
Consider two examples. In Team A:
The room isn’t set up when people arrive, so they have to drag tables and chairs around before they begin.
While they’re waiting for the meeting to begin, some team members are in the habit of ‘blowing off steam’ about a challenging pupil, class or parent they’ve had to deal with.
Some people open up their laptops to check their emails. These remain open throughout the meeting, and people occasionally tap away at their keyboards.
Other people check messages on their phones or scroll social media while they’re waiting. Phones remain on the table throughout the meeting.
If somebody’s phone rings or pings during the meeting, they tend to respond to it immediately.
One person does most of the talking.
Now consider Team B:
Tables and chairs are arranged in a circle or horseshoe before people arrive.
There is calm or uplifting music playing.
There are hot and cold drinks and healthy snacks available.
As people sit down, they subtly switch their phones to ‘do not disturb’ mode and place them out of sight.
Laptops are only used when they’re instrumental to the running of the meeting, such as to take minutes or to review resources.
At the start of the meeting, there’s a round of ‘bright spots’ whereby each person shares a positive moment from their day, week or term.
Each person is given a printed agenda with clear timings and space for making notes.
There are regular opportunities for people to discuss agenda items in pairs and small groups before feeding their thoughts back to the wider group.
It’s clear which team most people would prefer to be part of. Team B’s deliberate creation of healthy group norms makes all the difference.
The five characteristics of cohesive teams
The Project Aristotle researchers identified five critical characteristics that define cohesive, high-performing teams:
1. Psychological safety
Amy Gallo defines psychological safety as a ‘shared belief that it’s OK to take risks, express ideas, speak up, and admit mistakes without fear of negative consequences.’ Timothy Clark expands on this, outlining four essential elements:
Inclusion safety – Everyone feels valued.
Learner safety – Team members freely ask questions.
Contributor safety – Contributions are encouraged and valued.
Challenger safety – Healthy conflict is embraced.
Psychological safety ensures team members are comfortable speaking openly, driving creativity and innovation.
2. Dependability
In dependable teams, trust is key. Members reliably attend meetings, meet deadlines, and do what they say they are going to do, on time. Understanding each other's strengths and weaknesses enhances team reliability, creating a supportive atmosphere.
3. Structure and clarity
Successful teams clearly define their objectives, strategies, and tactics. The political strategist Alastair Campbell suggests that highly effective teams have clarity around three key areas, which he refers to as the OST model:
Objective – Clearly stating what the team aims to achieve.
Strategy – Outlining how the objectives will be met.
Tactics – Detailing specific actions required to execute the strategy.
People are often confused about the difference between these three key concepts. The mistake tactics for strategy, and strategy for aims and objectives. When all team members clearly understand these three things – and can state them clearly when asked – productivity naturally increases.
4. Meaning
A sense of purpose is crucial to team effectiveness. There should be a strong collective feeling that the team is doing meaningful work that’s valued by each team member.
The underlying reasons may vary. Some team members may be motivated by the pupils whose educational and life chances you’re trying to improve. Others may be driven by a sense of collegiality – a desire to help their colleagues develop professionally, reduce their workload or improve staff retention. Whatever the reasons, they should all point in the same direction, which is helping the team achieve its goals.
5. Impact
Team members need to believe their collective efforts will make a significant, lasting difference. Believing in the positive impact of their work provides motivation and drives sustained effort, ensuring the team’s success and longevity.
Creating cohesiveness in your team
Developing these traits doesn't happen by accident. Here's how you can proactively create a cohesive team:
A little sharing
Few people enjoy a cheesy ice-breaker activity. But it’s an excellent idea to kick off team formation by letting each member introduce themselves personally, sharing aspects such as:
Why they joined the team.
Something they look forward to.
A favourite recent film, book, or hobby.
This exercise humanises team members beyond their professional roles, laying a foundation for deeper interpersonal connections.
Informal interactions
Social events or informal gatherings significantly enhance team cohesion. Activities might include meals, escape rooms, bowling nights, or simply relaxed conversations over coffee. Ensure all members feel comfortable participating—no one should feel pressured, as inclusivity is essential.
A budget-friendly alternative could involve allocating relaxed social time at the start or end of meetings, complemented by music and refreshments, allowing organic connections to form.
Regular check-ins
Maintaining cohesiveness involves ongoing attention. Consider adopting practices like:
Encourage people to turn up to meetings a few minutes early or stay for a few minutes at the end, using the time to speak together informally.
Have music playing as people enter and leave each meeting. Music is a great social lubricant.
At the start each meeting, ask each person to share something positive that happened in the last day, week or term, or perhaps something they’re looking forward to.
Consistent check-ins ensure the team remains aligned, connected, and supportive.
The power of team cohesiveness
Cohesive teams aren't just more enjoyable to be part of; they’re significantly more productive. The phrase ‘the whole is greater than the sum of its parts’ aptly summarises this dynamic. While individually talented team members matter, how those members interact and collaborate matters even more.
By intentionally cultivating psychological safety, dependability, clarity, meaning, and impact, your team can achieve remarkable results, becoming an unstoppable force for positive change.
In my next post, we’ll build on this sense of cohesion to consider how to achieve a state of ‘team flow’.
Comments