The Team Issue

I’ve asked hundreds of leaders the same question: How many high-performing teams have you been part of – inside or outside of work?

The answer is usually none. Sometimes one or two. And when they do share examples, they’re almost always from sports, not business.

My answer? Four teams. One in sport, three in business. Each one taught me something invaluable about what makes teams truly exceptional.

Here’s what matters: as a leader, it’s incredibly difficult to create something you haven’t experienced. Not impossible – you can research best practices and observe others. But it’s much easier when you’ve felt what it’s like to be part of a team that works at that level.

What Excellence Feels Like

When I think back to being part of or leading these exceptional teams, certain characteristics immediately come to mind:

We had complete clarity on purpose. We knew exactly why we existed and what we were there to accomplish. Short-term goals fed into long-term vision, and everyone could articulate both easily.

We worked hard and celebrated together. There was genuine camaraderie – not forced team-building exercises, but authentic enjoyment of each other’s company and success.

Excellence was the baseline. We strived to be best in class, not because someone demanded it, but because we wouldn’t accept anything less from ourselves. Quality standards and deadlines weren’t negotiable.

Respect flowed in all directions. We respected our leaders and they respected us. Internally and externally, reputation mattered – it attracted people who wanted to work with us.

Communication was transparent and frequent. Sometimes challenging, but always constructive. No blame culture. Issues were met head-on with a proactive, problem-solving mentality.

Continuous improvement was embedded in how we worked. We looked constantly for efficiencies in both cost and quality. We got creative when needed. We adapted fast.

Development was encouraged. Team members’ careers flourished as a direct result of being part of these teams. And because people thrived, they were in demand – which meant we had to work hard to retain them.

That’s a long list. Easy to remember in theory. Difficult to create in practice.

The Challenge for Most Teams

Over 25 years, I’ve witnessed far more teams that fell short than teams that achieved this level of performance. That gap became my area of focus as a coach, mentor, and trainer.

The best validation comes years later – when leaders I’ve coached message me about exceptional employee survey results, 360-degree feedback, industry awards, or promotions. It confirms what I’ve learned: once you know the formula for exceptional leadership, you can replicate it anywhere.

That’s the promise of high-performing teams: they’re not one-off miracles. They’re systematic. Repeatable. Transferable.

The High-Performing Team Formula

While writing The Evergreen Executive during the first lockdown six years ago, I distilled everything I’d learned into a systematic leadership methodology. Recently, reflecting on these experiences for this issue, I realised I could simplify it even further.

My accountant background kicked in. I started thinking in formulas. Here’s what emerged:

P = (C + T + E + R) × L

Where:

P = Performance

C = Clarity (vision, goals, roles, expectations)

T = Trust (psychological safety, reliability, integrity)

E = Engagement (motivation, ownership, contribution)

R = Resilience (adaptability, problem-solving, recovery)

L = Leadership (the multiplier that amplifies everything else)

Why This Formula Works

Notice that leadership is a multiplier, not an additive element. Without effective leadership, even if you have some clarity, trust, engagement, and resilience, the result is zero. But with strong leadership, these elements multiply – exponentially increasing team performance.

This formula also reveals why quick fixes don’t work. You can’t just add trust without clarity. You can’t have sustainable engagement without resilience. All four foundational elements must be present, and all four require intentional leadership to activate them.

Over the coming months in The Executive Edit, we’ll explore each element in detail. I’ll also share a team self-assessment tool so you can evaluate where your team stands on each dimension – a practical starting point for improvement in 2026.

Why This Matters

We spend a significant portion of our lives at work. Working in a high-performing team isn’t just about better results – though you’ll absolutely get those. It’s about enjoying what you do. Feeling proud of your contribution. Growing your capability and career.

It’s much better to create and work in a high-performing team than a mediocre one. You have that choice as a leader.

The question is: are you willing to be systematic about it?