Leading Team: The Art of Building and Leading High-Performing Teams

Welcome to the fourth issue of Leading Team, your weekly LinkedIn Newsletter dedicated to leadership excellence. In the first issue, we explored self-leadership, followed by leading others in the second. Today, we shift our focus to team leadership—understanding what a team is, its purpose, types, formation, and the competencies required to lead teams effectively.

What is a Team?

A team is more than a group of people working in the same place. A true team is a cohesive unit committed to a shared goal, with mutual accountability, complementary skills, and synergy (Katzenbach & Smith, 1993).

Teams matter because they allow organizations to:

·       Solve complex problems collaboratively

·       Innovate across disciplines

·       Build resilience through collective intelligence

·       Deliver more than the sum of individual contributions

"A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach, for which they hold themselves mutually accountable."— Katzenbach and Smith, The Wisdom of Teams (1993)

 

Teams vs. Other Collective Structures

Understanding how a team differs from other collaborative units is essential:

·       Group: A general term for people who interact but do not necessarily share goals or accountability. Groups may share information, but their outcomes are not interdependent.

·       Working Group: Individuals collaborate and coordinate but still focus on individual goals. Accountability remains personal, not mutual.

·       Task Force: A temporary, cross-functional unit created to solve a specific problem or manage a project. It disbands after objectives are met.

·       Committee: A group assembled to make decisions, provide governance, or offer recommendations, often on an ongoing or advisory basis.

·       Board: A formal group, often at the governance level (e.g., board of directors), with strategic oversight, fiduciary responsibilities, and long-term stewardship.

·       Business Unit: An operational segment of the company (e.g., division, department), which may contain multiple teams and be responsible for specific market or product functions.

Each structure has distinct goals, roles, accountability models, and lifespans. Not every group is a team—but every team needs clarity, commitment, and cohesion to succeed.

Why Does Team Matter?

A team is more than a group of people working in the same place. A true team is a cohesive unit committed to a shared goal, with mutual accountability, complementary skills, and synergy (Katzenbach & Smith, 1993).

·       Teams matter because they allow organizations to:

·       Solve complex problems collaboratively

·       Innovate across disciplines

·       Build resilience through collective intelligence

·       Deliver more than the sum of individual contributions

"A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach, for which they hold themselves mutually accountable."— Katzenbach and Smith, The Wisdom of Teams (1993)

The Purpose of a Team

Teams exist to:

• Achieve objectives that individuals alone cannot (Hackman, 2002).
• Foster innovation through diverse perspectives.
• Enhance efficiency by leveraging collective strengths.

Why Do We Form Teams?

The purpose of forming teams lies in achieving outcomes that require more than individual effort:

• Operational Teams (e.g., production units)
• Project Teams (e.g., cross-functional taskforces)
• Innovation Teams (e.g., R&D groups)
• Virtual Teams (e.g., global digital collaboration)
• Leadership Teams (e.g., executive boards)

Each type of team brings different dynamics — but all demand alignment, clarity, and shared purpose.

Types of Teams

1. Functional Teams – Members from the same department (e.g., marketing team).
2. Cross-Functional Teams – Individuals from different areas collaborating (e.g., product launch team).
3. Virtual Teams – Geographically dispersed members (e.g., remote project teams).
4. Self-Managed Teams – Autonomous teams with minimal supervision (e.g., agile squads).

Team Formation: Tuckman’s Stages

Bruce Tuckman’s (1965) model outlines team development:

1. Forming – Team members meet and set goals.
2. Storming – Conflicts arise as roles are defined.
3. Norming – Collaboration improves, norms are established.
4. Performing – Team operates at peak efficiency.
5. Adjourning – Team disbands after goal completion.

Team norms define how the work gets done and what team members can expect from one another.” (Center for Creative Leadership, 2023)

What Are Team Norms?

Team norms are shared, agreed-upon rules of behavior and operating principles that guide how team members interact, collaborate, and make decisions. These norms form the unwritten contract of team behavior and clarify expectations around communication, accountability, participation, and conflict management.

Why Are Team Norms Important?

• Create a culture of mutual respect and accountability
• Prevent misunderstandings and conflict
• Promote psychological safety (Edmondson, 1999)
• Strengthen cohesion and collective identity
• Serve as a reference for feedback and performance improvement

10 Steps to Define and Set Team Norms

Step 1: Reflect on the Worst Team Experience

Ask each member to reflect on the worst team they’ve been on — work, volunteer, or otherwise — where members depended on each other.

Step 2: Write Down the Reasons

Give 2 minutes for individuals to list specific reasons the experience was negative.

Step 3: Share Experiences

Have everyone share with the team. This sets the stage for understanding dysfunction.

Step 4: Reflect on the Best Team Experience

Now ask each member to reflect on their best team experience.

Step 5: Write and Share Positives

Give 2 minutes to list what made the experience great, then share with the team.

Step 6: Compare and Discuss

As a group, discuss the patterns and insights:

·        What made good teams successful?

·        What made bad teams frustrating?

Step 7: Propose Norms

Invite team members to suggest specific behaviors and norms that would improve team performance. Prioritize the most relevant ones.

Step 8: Agree on Norms and Challenges

Discuss, refine, and vote or agree on the key team norms. Acknowledge known challenges (e.g., scheduling) and consider creative solutions.

Step 9: Address Non-Adherence

Talk about what happens when someone doesn’t follow a norm.

·        How will the team respond?

·        What are the accountability mechanisms?

Empower the team — not just the leader — to own the process.

Step 10: Document and Revisit

“Setting team norms is not just about rules — it's about building the mindset of shared ownership and collaborative effectiveness.”

— Center for Creative Leadership (2023)

Key Competencies for Leading Teams

To move a group from forming to performing, leaders need more than charisma. They need core team leadership competencies:

1. Emotional Intelligence – Managing interpersonal dynamics (Goleman, 1998).
2. Conflict Resolution – Addressing disagreements constructively.
3. Communication – Ensuring clarity and transparency.
4. Delegation – Assigning tasks based on strengths.
5. Vision Alignment – Keeping the team focused on shared objectives.
6. Goal Setting and Alignment – To ensure shared vision and accountability
7. Coaching and Feedback – To develop and empower team members
8. Decision-Making Facilitation – To enable inclusive, timely decisions

Leaders are not commanders but orchestrators — setting tempo, harmony, and rhythm.

Becoming an Effective Team Leader

• Lead by Example – Demonstrate commitment and accountability.
• Empower Team Members – Encourage autonomy and growth.
• Foster Psychological Safety – Create an environment where members feel safe to take risks (Edmondson, 1999).
• Trust Builder – Create an environment where people feel safe to speak up
• Purpose Communicator – Clarify the “why” behind the work
• Empowerer – Enable others to lead from where they are
• Integrator – Unite diverse perspectives into a coherent whole
• Resilience Amplifier – Keep the team focused and adaptive in uncertainty

How Teams Select and Follow Leaders

Leadership in teams can be assigned, emergent, or rotational:

·       Assigned leadership is formally designated by the organization.

·       Emergent leadership develops when team members naturally follow a peer who demonstrates credibility, communication, and problem-solving ability (Bass, 1990).

·       Rotational leadership is common in agile or flat teams where leadership shifts based on context or expertise.

Why do people follow a team leader?

·       Competence: They believe the leader knows what to do.

·       Character: They trust the leader’s intent and integrity.

·       Connection: They feel seen, valued, and supported.

“People follow leaders not just because of authority, but because of authenticity.” — Goleman (2000)

Team leaders earn trust over time through consistency, communication, and collaboration.

 

Proven Strategies for Team Building

Building a strong team is both an art and a science. Effective team-building strategies include:

·       Clarify Purpose and Goals: Align the team around a compelling shared mission. Teams without a clear purpose lack direction and energy.

·       Define Roles and Expectations: Clearly identify who is responsible for what. Role ambiguity often causes confusion and tension.

·       Build Trust Intentionally: Use exercises, storytelling, and open dialogue to foster vulnerability and psychological safety (Edmondson, 1999).

·       Invest in Onboarding and Norming: Set the tone early with a structured onboarding process and co-create team norms and values.

·       Celebrate Progress and Wins: Reinforce what’s working with rituals and recognition. Acknowledgement boosts morale and cohesion.

·       Feedback Culture: Encourage regular feedback loops—both peer-to-peer and leader-to-team. Feedback fuels growth and alignment.

·       Use Strengths-Based Approaches: Leverage personality tools (e.g., MBTI, CliftonStrengths) to appreciate diversity in styles and thinking.

·       Provide Development Opportunities: Teams evolve when individuals grow. Invest in shared learning experiences.

"Effective team-building turns diverse individuals into a high-trust, high-performance unit—aligned in purpose, resilient in conflict, and joyful in collaboration."

 

The Five Dysfunctions of a Team (Lencioni, 2002)

Patrick Lencioni’s model explains why many teams struggle to reach high performance. The dysfunctions form a pyramid where each level supports the one above:

 

·       Absence of Trust – Team members are unwilling to be vulnerable or admit mistakes. This limits open communication.

·       Fear of Conflict – Without trust, members avoid healthy debate, leading to artificial harmony or passive resistance.

·       Lack of Commitment – If issues are not debated, decisions lack clarity and buy-in.

·       Avoidance of Accountability – Without commitment, members are reluctant to hold each other accountable.

·       Inattention to Results – The focus shifts to individual success or departmental agendas over team goals.

“If you could get all the people in an organization rowing in the same direction, you could dominate any industry.” — Lencioni (2002)

Leaders must address these dysfunctions intentionally through team-building, role clarity, honest dialogue, and results-based focus.

 

How Teams Fail

Even the best-structured teams can falter.

Teams often fail when:

·       Lack of Clarity: Unclear goals, roles, and expectations lead to confusion and conflict.

·       Weak Leadership: Absence of direction, facilitation, or accountability from the leader.

·       Poor Communication: Infrequent, unclear, or non-inclusive communication erodes trust.

·       Unresolved Conflict: Avoiding or mishandling conflict can divide teams.

·       Lack of Psychological Safety: If members feel unsafe to speak up, innovation and learning stall (Edmondson, 1999).

·       Overload or Burnout: Too many tasks without adequate support can lead to disengagement.

·       Misalignment of Values or Priorities: Competing interests undermine cohesion.

Great leaders diagnose these patterns early and intervene with candor, coaching, and clarity.

 

Real-World Example: 

 

Google found that the most successful teams were not those with the highest IQ but those with psychological safety, dependability, and clear goals (Duhigg, 2016). This highlights the importance of leadership in cultivating trust and structure.

IDEO Design Teams, at IDEO, innovation is led by self-managed, cross-functional teams where everyone contributes and leadership is situational and collaborative. (Kelley, T. and Littman, J. 2001)

 

References

• Center for Creative Leadership (2023) How to Set Team Norms for High-Performing Teams. [online] Available at: https://www.ccl.org/articles/leading-effectively-articles/how-to-set-team-norms/ [Accessed 28 May 2025].
• Duhigg, C. (2016). What Google Learned From Its Quest to Build the Perfect Team. The New York Times.
• Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350-383.
• Goleman, D. (1998). Working with Emotional Intelligence. Bantam.
• Goleman, D., 2000. Leadership that gets results. Harvard Business Review, 78(2), pp.78–90.
• Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business Press.
• Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams. Harvard Business Review Press.
• Kranz, G., 2000. Failure Is Not an Option. New York: Simon & Schuster.
• Kelley, T. and Littman, J. (2001). The Art of Innovation. Currency.
• Tuckman, B. W. (1965). Developmental Sequence in Small Groups. Psychological Bulletin, 63(6), 384-399.
• Katzenbach, J.R. and Smith, D.K., 1993. The Wisdom of Teams: Creating the High-Performance Organization. Boston: Harvard Business Press.