Best Teams E-Book

Marc Woods

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 355

Veröffentlichungsjahr: 2025

Beschreibung

A complete model to create and manage high-performance teams within any organisation or industry

Best Teams: Creating and maintaining high-performing teams presents a unique model to create high-performing teams. This model is centred around three deeply intertwined elements. Empowered people, where each team member has a strong work ethic, is given autonomy, has integrity and a growth mindset. Defined processes, which ensure that high-quality communication, goal setting, accountability, and recognition is consistently delivered throughout the organisation. Supportive cultures, which prioritise cultivating a culture of resilience, psychological safety, inclusion, and a One Team Ethos.

Working on these attributes individually and collectively will help create high-performing teams within your organisation.

After exploring the basics of the model and the underlying theory behind it, this book takes a deep dive into:

• Real-world examples of individuals and companies that have nailed each part of the model
• In-depth interviews with leaders from world-class organisations—including elite sports teams like Aston Martin Aramco Formula One™, global businesses, and pioneering startups
• Exercises and tools you can work on as an individual and collectively to develop tangible skills
• The real effects of high-performing teams: 21% more profitability, 17% higher productivity and a 41% decrease in absenteeism

Best Teams: Creating and maintaining high-performing teams is a thought-provoking and highly practical guide to success for team leaders and members in organisations of all sizes seeking to bring their best to work and help their teams achieve optimal productivity, profitability, and wellbeing. If you're building a team that wants to do more than just perform—if you want to thrive—this book is for you.

Leseprobe

Table of Contents

Cover

Table of Contents

Title Page

Copyright

Dedication

Acknowledgements

Foreword by Sandy Ogg

Introduction

1 What is a High-Performing Team?

The Business Case for High-Performing Teams

Notes

2 The Best Teams Model

Attributes for Empowered People

Attributes for Defined Processes

Attributes for A Supportive Culture

How Do You Score?

Notes

Part I: Empowered People

3 How Work Ethic Impacts High-Performing Teams

Finding the Right Work Ethic Balance

Could You Be More Taylor?

Motoring to the Top

In Conversation With Sally Munday, CEO UK Sport

Notes

4 How Autonomy Maintains a High-Performing Team

How to Deliver Greater Autonomy

Spotify's ‘Squad’ Model

Netflix's ‘Freedom and Responsibility’ Culture

Google's ‘20% Time’ Policy

3M's ‘15% Rule’

In Conversation With Helen Webb, Chief People Officer of WHSmith

Note

5 The Role of Integrity in Maintaining High-Performing Teams

What Does Integrity Look Like in a High-Performing Team?

In Conversation With Charles Conn, Chair of Patagonia

6 How a Growth Mindset Maintains High-Performing Teams

Understanding the Growth Mindset

A Growth Mindset Across Disciplines

From Growth Mindset to Innovation

In Conversation With Simon Lambert, Microsoft UK Chief Learning Officer

Empowering People for High Performance

Notes

Part II: Defined Processes

7 How Communication Impacts High-Performing Teams

One Message Doesn't Fit All

Communication as a Cultural Pillar

Emphasising Employee Voice

Modelling Communication and Transparency

In Conversation With Yvette Edwards, Director of Communications and Corporate Affairs at Unilever UK and Ireland, and Personal Care Europe

Notes

8 How Accountability Drives High-Performing Teams

Creating a Culture of Accountability

Accountability Through Continuous Improvement and Lean Manufacturing

Data-Driven Accountability and Ownership

Common Themes and Lessons From These Accountability Models

In Conversation With Dan Futter, CCO of Dow

9 How Goal Setting Maintains High-Performing Teams

The Origin and Purpose of OKRs

Meta's Use of OKRs for Alignment and Accountability

Asana's Approach: Practising What It Preaches

The Broader Impact of OKRs and KPIs

How OKRs Shape Business Success

In Conversation With Andreas Schierenbeck, Senior Vice President & Executive Officer, Head of Energy Business, CEO of Power Grids Business Unit, Hitachi, Ltd and CEO of Hitachi Energy

Note

10 Why Recognition Maintains High-Performing Teams

What Does Strong Employee Recognition Look Like?

The Value of Peer-to-Peer Recognition

In Conversation With Caoimhe Keogan, Chief People Officer of AVEVA

Defined Processes Support Empowered People

Part III: Supportive Culture

11 How Resilience Impacts High-Performing Teams

Resilient Leaders Create Resilient Organisations

In Conversation With Noelle Perkins, Executive Vice President, General Counsel & Corporate Secretary, Cushman & Wakefield

Note

12 The Role of Psychological Safety in High-Performing Teams

What Does Psychological Safety Look Like?

Fostering Psychological Safety Through Creative Collaboration

Promoting Psychological Safety Through Mental Health Support

Building Psychological Safety Through Team Collaboration

The Impact of Psychological Safety

In Conversation with Andria Vidler, CEO of Allwyn

Note

13 The Impact of Inclusion on High-Performing Teams

Examples of Inclusion

In Conversation with Alim Dhanji, Chief HR Officer TD SYNNEX

Note

14 How a One Team Ethos Maintains High Performance

There's No ‘I’ in ‘Team’

Building a Collaborative ‘Culture Code’

Fostering Unity Through the ‘Team Playbook’

A ‘Zapponian’ Culture of Empowerment and Unity

Nurturing a ‘Warrior Spirit’

The Impact of a Unified Team Culture

In Conversation with Pedro De La Rosa, Aston Martin F1 Team Ambassador

A Supportive Culture Underpins Success

15 The Ecosystem of High-Performing Teams

In Conversation with Matt Parker, Director of Innovation at The UK Institute of Sport

Final Thoughts

Appendix: Assessment

Empowered People

Defined Processes

Supportive Culture

About the Author

Index

End User License Agreement

List of Illustrations

Chapter 1

Figure 1.1 The elements of the Best Teams Model

Chapter 2

Figure 2.1 The attributes of the Best Teams Model

Figure 2.2 Your score on the Best Teams Model

Guide

Cover

Title Page

Copyright

Dedication

Acknowledgements

Foreword by Sandy Ogg

Introduction

Table of Contents

Begin Reading

Appendix: Assessment

About the Author

Index

End User License Agreement

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Best Teams

Creating and Maintaining High-Performing Teams

By Marc Woods

This edition first published 2026© 2026 John Wiley & Sons Ltd

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Limit of Liability/Disclaimer of WarrantyWhile the publisher and authors have used their best efforts in preparing this work, they make no representations or warranties with respect to the accuracy or completeness of the contents of this work and specifically disclaim all warranties, including without limitation any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives, written sales materials or promotional statements for this work. This work is sold with the understanding that the publisher is not engaged in rendering professional services. The advice and strategies contained herein may not be suitable for your situation. You should consult with a specialist where appropriate. The fact that an organization, website, or product is referred to in this work as a citation and/or potential source of further information does not mean that the publisher and authors endorse the information or services the organization, website, or product may provide or recommendations it may make. Further, readers should be aware that websites listed in this work may have changed or disappeared between when this work was written and when it is read. Neither the publisher nor authors shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Library of Congress Cataloging-in-Publication Data

Names: Woods, Marc, author.Title: Best teams : creating and maintaining high-performing teams / Marc Woods.Description: Hoboken, NJ : Wiley, 2026. | Includes index.Identifiers: LCCN 2025037361 (print) | LCCN 2025037362 (ebook) | ISBN 9781394249701 (paperback) | ISBN 9781394249725 (adobe pdf) | ISBN 9781394249718 (epub)Subjects: LCSH: Teams in the workplace. | Performance.Classification: LCC HD66 .W6745 2026 (print) | LCC HD66 (ebook)LC record available at https://lccn.loc.gov/2025037361LC ebook record available at https://lccn.loc.gov/2025037362

Cover Design: WileyCover Image: © Ariestia/stock.adobe.com

In memory of Brainy Steve.

A beloved part of my team whose humour and support are deeply missed.

Acknowledgements

Being ahead of schedule with this project means, for once, I can more carefully consider who I would like to acknowledge.

First, thank you to my publishers Wiley, who keep coming back for more, particularly Annie Knight, Alice Hadaway, Laura Cooksley and Venkat Sankar, who were closest to this project.

The decision to give the contributors a clear voice in the book means I am delighted to introduce Sally Munday, Helen Webb, Charles Conn, Simon Lambert, Yvette Edwards, Dan Futter, Andreas Schierenbeck, Caoimhe Keogan, Noelle Perkins, Andria Vidler, Alim Dhanji, Pedro de la Rosa and Matt Parker. They all gave their time and insights so generously.

If I ever had a superpower, it's the ability to surround myself with people infinitely more capable than myself. My organisational psychologist friends are a great example of this, so thank you Mandip Johal, Laura Heron and Prachee Luthra for both your guidance and checking the veracity of my Best Teams model. Thank you also to Sandy Ogg for generously contributing the Foreword for this book.

Georgia Kirke and Delphine Hanton did a wonderful job of testing my thinking and its application in the business world.

Finally, for her editing and writing skills, Kat Lewis has been a delight to work with, joining forces with me when I wasn't entirely sure I wanted to write again. Without Kat, I would appear much less erudite.

Unfortunately, being ahead of schedule doesn't necessarily mean I will have remembered everyone so just in case—thank you to anyone else who knows me.

Forewordby Sandy Ogg

I first met Marc in 2021, when we were both supporting a client through some significant changes in their business. My area of expertise is what I call finding the ‘click’—that magical place where an individual's unique talents match unequivocally with the work they are asked to complete in the role in which they've been placed.

On this project, I focused on the required changes to their executive leadership operating model to drive alignment and value creation for the enterprise. Marc worked on the team dynamics and assisted the client to embed their highly valued leadership behaviour code. Our differing areas of expertise aligned well to provide the ‘click’ in this situation, and we deployed our unique talents to everyone's advantage.

During this time, Marc and I also bonded over our love of sports and developed a mutual admiration of one another's ability to deliver meaningful impact in both changing and challenging situations.

When Marc shared his Best Teams Model with me, I could immediately see its value. Having worked with CEOs and C-suite executives for over 30 years, and served in that position myself, I know that achieving high performance and real impact at both a team and organisational level is very tough and yet, it makes the difference between business success and failure. But it can be equally tough to define the secret sauce that drives teams to bring out the best from themselves and others to create outsized value for their organisation.

In Best Teams, Marc breaks this concept down into 12 measurable attributes and, in doing so, gives leaders everywhere a blueprint to guide them on their own journeys to high performance.

But more than that, in this book, he brings in the perspectives of leaders from a range of world-leading organisations. Their insights, presented alongside the Best Teams Model, offer a fantastic foundation on which to build high-performing, result-driven teams in any industry.

While each of the attributes Marc outlines are important on their own, their true value comes from bringing them together. Creating value is the underlying goal for any CEO or executive leader, and this book moves the needle in the right direction for sure. As the rate of external change continues to far outpace the rate of internal change in organisations, we need all the tools possible to deliver that value and win in the marketplace. Make Best Teams part of your toolkit and unlock new levels of performance and impact in your organisation.

Sandy Ogg

Founder, CEO.works

Host of the Sandy on Talent podcast

Introduction

I’d like to start by asking you two simple questions: What would happen if you and your team could become the best at what you do? And, perhaps more importantly, once you are, how can you sustain that level of performance?

What would happen in your team will be a deeply personal answer. Perhaps you'll improve the financial performance of the business, or maybe you'll significantly improve customer service. You may even be measuring your success based on the hiring and retention of the best people in your industry. The metrics that demonstrate success to you will be different from every other person reading this book, because no two people and no two teams are the same.

Where I can help is by showing you how to achieve that level of performance in the first instance, and providing you with the tools you need to maintain a high-performing team thereafter. I'll talk more about what a high-performing team is, and share an overview of my Best Teams Model in the coming two chapters.

For now, I'd like you to take a moment to bring your focus inwards and think about how you show up as a leader. What do you currently do to support your team's performance? And if you're honest with yourself, what could you do better? Because the truth is that no team can achieve high performance without a leader who is just as dedicated to this outcome as everyone else on the team.

I ask these questions not to make you feel bad, but to help you flex your all-important self-awareness muscle. Simply by picking up this book, you've demonstrated that you know things aren't as good as they could be in your team. That's great—because seeking out tools like my Best Teams Model is the first step towards positive change.

As we move through the coming chapters, all I ask is that you approach each with an open mind. Lean into what you don't know and remain curious. Encourage your teams to do the same and you're off to a good start.

But why should you listen to me? I've spent 25 years working as an executive leadership coach, and during that time, I have encountered many high-performing teams, as well as some that definitely fell at the other end of the spectrum. It's through this experience, as well as my 16 years as a professional swimmer and Paralympic athlete, that I have developed my Best Teams Model. This model outlines the three main elements that I believe all high-performing teams have in common, along with the 12 attributes that contribute to delivering true high performance in any setting.

Before we dive into what I mean by high performance in more detail, there are two things I'd like you to bear in mind:

There are no quick fixes to deliver high performance. This is a process that takes time and effort, and it is one that will never be finished. As a leader, it's your role to equip every individual on your teams with the tools they need to constantly drive for high performance, and to provide them with an environment that enables them to bring their best selves to work every day.

My Best Teams Model is like a compass that can guide you on this journey, but it isn't a tick-box exercise. Each of the 12 attributes are intrinsically linked, and it is only when you have all of them working in harmony that you will achieve true high performance as a team. What you do well and what needs work can and will change within your team over time. Embrace this process, and simply return to the model whenever things feel as though they have slipped out of alignment.

As you move through the chapters, you'll not only hear from me but also from 13 incredible organisational leaders who have generously shared their insights on the specific attributes included in the model, and on the ecosystem of a high-performing team as a whole. I hope that you find their practical insights, as well as the exercises at the end of each chapter, valuable as you create and then maintain your own high-performing team.

Let's get started.

1What is a High-Performing Team?

The phrase ‘high-performing team’ is prevalent in business circles, and with good reason. What leader wants a low-performing team after all? Many businesses have average-performing teams that do what's required but little more. And then there are high-performing teams, the ones that stand head and shoulders above the rest.

Every leader wants to have a high-performing team, but what does that look like?

If you take the time to consider truly great teams, you might find yourself thinking of the 1990s Chicago Bulls basketball team, within which Michael Jordan was a central figure, or perhaps Microsoft under the leadership of Bill Gates. Although these teams contained well-known names, those individuals alone could not have achieved even half of what they did without the support of those around them. These teams worked collaboratively towards exceptional results, sharing clear objectives, communicating openly and fostering a culture of trust and respect among members.

Michael Jordan would not have achieved so much without his teammates like Dennis Rodman, Scottie Pippin and Toni Kukoč, not to mention the Bulls' head coach Phil Jackson directing from off the court. Nor would Bill Gates have been able to lead Microsoft to such great heights had he not valued the contributions of those across every team and level at the organisation. He recognised that a team of the best people working closely together could achieve far more than he ever could alone.

I have been observing the attributes of high-performing teams for many years and have realised that they are all underpinned by three central elements. They have people who feel empowered, they have clearly defined processes and they nurture supportive cultures.

But what is it about those three elements that makes them crucial to creating and maintaining high-performing teams?

I always begin by focusing on empowered people. We need to acknowledge that high-performing teams consist of individuals with unique strengths collaborating seamlessly with one another. This was one of Gates' greatest strengths as a leader. Each member should have a strong work ethic, be given autonomy, have integrity and a growth mindset.

However, talented individuals on their own aren't enough to create a high-performing team. These talented individuals need to be supported and guided by clearly defined processes to ensure that tasks are completed with precision and consistency. Even in the modern world of working, where flexibility is prized by many, teams still need structure. High-performing teams have established processes which ensure that high-quality communication, goal setting, accountability and recognition are consistently delivered throughout the organisation.

Finally, there is the glue that holds it all together, namely a nurturing and supportive culture. Within a high-performance culture, members feel valued, respected and supported. They are, therefore, more likely to communicate openly, take ownership of their work and collaborate effectively. High-performing teams prioritise cultivating a culture of resilience, psychological safety, inclusion and a One Team Ethos.

Although I have broken the components of a high-performing team down into the three crucial elements of empowered people, defined processes and a supportive culture, the truth is that these three elements are deeply intertwined. You'll not only notice this within my Best Teams Model (see Figure 1.1), but also hear how these elements interact in the real world through the leaders I've interviewed for this book.

Before we go any further, take a minute to consider your team. Do you have any of these elements in place? Perhaps you have all three and, if you do, are you consistently reviewing them to ensure that your team continues to operate at its optimum?

Figure 1.1 The elements of the Best Teams Model

The Business Case for High-Performing Teams

Creating high-performing teams is more than a nice-to-have. It's a business imperative. The business case for high-performing teams feels intuitive, but there is also hard evidence, which backs up how high-performing teams provide a powerful advantage for both companies and employees.

Let's start with the obvious measures: productivity and profitability.

According to research undertaken by Gallup, highly engaged teams are 21% more profitable than their less engaged counterparts. Additionally, such teams achieve 17% higher productivity and a 41% decrease in absenteeism, which can have a direct positive impact on an organisation's operational effectiveness and financial health.1

But it doesn't stop there. When your organisation is made up of high-performing teams, your customers also tend to be happier. Research shows that engaged and high-performing teams directly enhance customer loyalty. In fact, companies with high employee engagement report a 233% greater rate of customer loyalty.2 Of course, customer loyalty has a positive impact on a business' bottom line.

But high-performing teams don't only help your organisation make more money, they also prevent you from losing money. Analysis by the Project Management Institute (PMI) found that high-performing organisations that use proven project, program and portfolio management practices (in other words have defined processes in their businesses) see their projects meeting their goals and business intent 2.5 times more frequently than other organisations. What's more, these high-performing companies waste 13 times less money than their lower-performing counterparts.3

So, if you have high-performing teams in your organisation, not only are they likely to get more work done, but they are also likely to help your business earn more money. The question then becomes, what do you need to do to embed those three overarching elements in your teams?

Notes

1

.  Sorenson, B.S. (2024) 'How employee engagement drives growth,'

Gallup.com

, 20 June 2013

https://news.gallup.com/businessjournal/163130/employee-engagement-drives-growth.aspx

.

2

.  Cloud, H. (n.d.)

20 Employee engagement Statistics you need to know | HR Cloud

.

https://www.hrcloud.com/blog/20-employee-engagement-statistics-you-need-to-know

.

3

.  PMI, (2016)

The High Cost of Low Performance

.

https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/pulse-of-the-profession-2016.pdf

2The Best Teams Model

At the heart of my Best Teams Model are the three essential elements I identified in the previous chapter: empowered people, defined processes and supportive culture. However, underneath each of these elements sit four attributes that feed into empowering people, creating defined processes and developing a supportive culture.

These are the tangible skills and attributes you can work on as an individual and collectively to help create high-performing teams within your organisation.

In each of the following chapters, I'll explore an attribute in turn. I'll share real-world examples of individuals and companies that have nailed an attribute, and I'll provide you with exercises and tools that you can use yourself and with your teams to improve in each area. Before we dive into the attributes in detail, here's an overview of them and how they feed into those three essential elements of empowered people, defined processes and supportive culture (see Figure 2.1).

Figure 2.1 The attributes of the Best Teams Model

Attributes for Empowered People

Richard Branson famously once noted that ‘people are your greatest asset’. That might sound a bit cheesy, but it's true. Businesses simply don't function without people, and they certainly don't excel without great people who feel empowered in their roles. That's why the first element of the Best Teams Model is all about the people in your organisation.

During the years I have spent working with and observing high-performing teams, I've noticed that the people within these teams have four key attributes that help them to feel empowered and therefore to do their best work:

Work ethic

Autonomy

Integrity

Growth mindset.

Often the first thing you will notice within high-performing teams is the work ethic. People are reliable, consistently meet deadlines and deliver a high standard of work. When leaders encourage a strong work ethic, people collaborate effectively, offer support and assistance and contribute constructively to group efforts.

While you can try to enforce a strong work ethic on a team, this isn't sustainable. You need to build a team who want to work hard and support one another, not one where you constantly have to crack the whip. As a leader, the best way to do that is by giving each member of the team a degree of independence in their work.

When you give top performers autonomy, they are able to make decisions in the moment and drive to their goals more efficiently. People who are given autonomy are more self-aware, engaged, motivated and committed to continuously improve performance.

One study in 2020 found that giving people autonomy at work increased their productivity by 5.2% and had a significant positive impact on their mood.1 Another survey carried out by Effectory in 2019 revealed that those who have autonomy at work have greater clarity over their role, are more engaged and committed to their work and report higher satisfaction and alignment with their jobs.2 All of this leads to higher performance.

Integrity is the next attribute you will see among individuals in high-performing teams. This means there is honesty, openness and trust amongst team members, all of which are essential for those in your team to benefit from having greater autonomy at work.

Trust is particularly important for individuals, teams and organisations. Deloitte's research shows that employees who trust their employers are 260% more motivated to work and have 41% lower rates of absenteeism than those who don't trust the organisation they work for.3 Of course, trust is a two-way street.

Leaders set the tone for behaviour and performance within the team. Demonstrating integrity inspires others to do the same. When you foster a culture of honesty, openness and trust within your team, you will see significant benefits in terms of team performance.

Finally, members of high-performing teams contribute to a culture of continuous learning as they seek opportunities for growth and to develop new skills. They have a growth mindset, both individually and collectively. By being encouraged to stay curious, a team is more likely to innovate and drive organisational excellence.

Attributes for Defined Processes

Defined processes are like the guardrails that enable you to give people greater autonomy. These processes also help individuals to work more effectively and encourage them to develop their growth mindset. The attributes required to create valuable defined processes are:

Communication

Accountability

Goal setting

Recognition.

Communication is the bedrock of any high-performing team. Effective leaders communicate a vision and expectations. They also feedback clearly and consistently. Planning communications ensures that people understand their roles, responsibilities and objectives, and it enables informed decision-making.

Research from Grammarly in 2023 found that the top three benefits of effective communication were increased productivity, increased customer satisfaction and increased employee confidence.4 Leaders can't leave communication to chance—it is a skill that needs to be honed and an activity that needs to be planned to ensure that it is used effectively.

Clear and structured communication and feedback mechanisms, along with the attributes covered under empowered people, allow leaders to hold those on their teams accountable.

When individuals take ownership and are held accountable for their actions and results, they strive for excellence and contribute to the team's success. Creating performance management processes helps monitor progress and identify areas for improvement.

However, it is very difficult to hold people accountable for their output if they do not have a clear and defined goal to work towards. This holds true whether you are talking about individual or team accountability.

Establishing clear, measurable goals aligned with organisational objectives provides focus and direction for teams. Defining project management processes, including project scopes, priorities, timelines and resource allocations, ensures efficient execution.

Research by PwC found that individuals who set at least four daily goals per week at work were 34% more likely to achieve their key performance indicators (KPIs) than those who didn't set daily goals, and they were happier in their jobs.5 This research specifically focused on the power of small goals. Just imagine how setting clear team and organisational goals, while encouraging individuals to set daily goals, could positively impact your team's performance.

The final attribute under defined processes is recognition. Recognising the contributions of team members boosts morale, motivation and commitment. Defining a system for reward and recognition drives engagement and performance. As we'll explore later, recognition comes in many forms and often financially costs nothing despite having a significant positive impact on performance.

Attributes for A Supportive Culture

The final element in the Best Teams Model is culture. The four key attributes that feed into creating a supportive culture are:

Resilience

Inclusion

Psychological safety

One Team Ethos.

Nurturing a culture of adaptability and resilience prepares teams to navigate change, uncertainty and adversity—all of which is particularly important in the 21st century where change is happening more rapidly and uncertainty is near constant. Being resilient also encourages teams to respond quickly to challenges, seize opportunities and drive continuous improvement. As with many of these attributes, individual resilience is just as important as team resilience and shouldn't be overlooked.

Our resilience at work can be impacted by the next attribute: inclusion. Embracing diversity, equity and inclusion creates a culture where different perspectives, backgrounds and experiences are valued and respected. This improves the sense of belonging employees feel and promotes mutual understanding among team members. It's important to note that while diversity and equity are important, inclusion stands separately to those two things. You can have an incredibly diverse team, but if people within that team feel excluded, they will never achieve high performance.

There is a great deal of data about the benefits of creating an inclusive workplace, but one of the most striking statistics I've come across from a business perspective is that inclusive teams make better business decisions 87% of the time, and make decisions twice as fast as non-inclusive teams.6 Creating an inclusive environment feeds into many of the attributes of high-performing teams, and when you get this right, it can have a significant positive impact across the board.

Inclusion is, naturally, essential for the next attribute on the list: psychological safety. Environments where psychological safety is prioritised allow team members to take risks, share ideas and express concerns without fear of reprisal. This fosters open communication, candid feedback and innovation.

Finally, by encouraging collaboration and consistency, a culture of ‘we are all in this together’ is created. Sharing best practice and taking time to understand the roles of others brings the organisation together under a One Team Ethos.

How Do You Score?

Before you continue reading, take some time to score your team on each of the 12 attributes I've just outlined (see Figure 2.2). Use a simple traffic light system—green for smashing it, amber for working on it but could do better, red for way off the mark. Use those scores as a guide for reading this book. You don't have to work through the chapters in a linear fashion. Instead, see which areas you need to work on (the reds) and start there. Addressing these is likely to deliver the greatest impact.

It is also valuable to understand where your strengths as a team lie, so that you can lean on those to help you develop the attributes where you are weaker.

This book is designed to be a tool to help you develop and maintain a high-performing team, so dip in and out of it as you see fit.

If you would like to be a touch more precise with your scoring, take a look at the appendix where you will find definitions for each attribute and a guide to help you consider where your team is at.

Figure 2.2 Your score on the Best Teams Model

Notes

1

.  Johannsen, R. and Zak, P.J. (2020) 'Autonomy raises productivity: An experiment measuring Neurophysiology,'

Frontiers in Psychology

, 11.

https://doi.org/10.3389/fpsyg.2020.00963

.

2

.  Metin, B. (2022) HR analytics: autonomy and employee engagement.  

https://www.effectory.com/knowledge/hr-analytics-autonomy-and-employee-engagement/

.

3

.  Reichheld, A. and Dunlop, A. (2023)

How to Build a High-Trust Workplace

.

https://sloanreview.mit.edu/article/how-to-build-a-high-trust-workplace/

.

4

.  Grammarly (2023)

The State of Business Communication: New Threats and Opportunities | Grammarly Business

.

https://www.grammarly.com/business/learn/state-of-business-communications-2023/

.

5

.  Van Buggenhout, N. (May 2024) PwC,

The big power of small goals

.  

https://www.pwc.com/gx/en/issues/workforce/big-power-small-goals.html

.

6

.  

Diversity and Inclusion White Paper: Hacking Diversity with Inclusive Decision making from Cloverpop

(no date).

https://www.cloverpop.com/hacking-diversity-with-inclusive-decision-making-white-paper

.

Part IEmpowered People

In 2006, the Ford Motor Company was on the verge of bankruptcy, facing declining sales and mounting losses. The company suffered from a siloed structure, a lack of team cohesion and low morale. CEO Alan Mulally recognised that achieving a turnaround required empowering employees to take the initiative.

Mulally implemented the ‘One Ford’ strategy, which emphasised teamwork, integrity and collective responsibility. Employees were encouraged to take ownership of their work and were given the autonomy to make decisions within their areas of expertise. This approach fostered a strong work ethic, as team members felt accountable for their contributions and committed to the company's success.

A focus on transparency was key to this transformation. Weekly meetings brought leaders together to discuss challenges openly, without fear of retribution, reinforcing integrity and enabling employees to tackle problems collaboratively. Employees also embraced a growth mindset, exploring innovative solutions, such as redesigning vehicles for greater fuel efficiency and incorporating advanced technology.

By 2009, Ford had returned to profitability, becoming the only major US automaker to avoid government bailouts during the financial crisis. Iconic products like the Ford Fusion and Escape symbolised the company's renewed focus on customer needs and market leadership.

Ford's revival under Mulally is a testament to the transformative power of empowerment. By promoting autonomy, cultivating a strong work ethic, upholding integrity and encouraging a growth mindset, Ford's employees overcame immense challenges and positioned the company for sustainable growth and innovation. This story continues to serve as a blueprint for leaders seeking to inspire high-performing, engaged teams.

But Ford is far from the only example of an organisation that empowers its people and, in doing so, achieves success. In the coming chapters, you'll hear from four leaders who embody the attributes that sit under the element of empowered people. I encourage you to use the knowledge and experience that they have so generously shared to help create your own blueprint for empowering your people and building a high-performing team.

3How Work Ethic Impacts High-Performing Teams

A team can't achieve its potential without the individuals within it having a strong work ethic. They must be diligent, reliable, responsible, professional and dedicated. People with a strong work ethic typically demonstrate a commitment to completing tasks efficiently and effectively, adhering to deadlines, taking initiative, showing accountability for their actions and continuously striving for improvement.

While some people naturally have a strong work ethic, others may find this more of a challenge. The good news is that you can help anyone on a team improve their work ethic if it is not where it needs to be. This is crucial because you need a collectively strong work ethic to succeed as a team.

To sustain a high-performing team, you must remain vigilant and ensure that you aren't carrying anyone who has become ‘work-shy’. If you don't address an individual perceived as no longer delivering at an expected level, then others begin to think, ‘They aren't working hard, so why should I?’

It's therefore worth considering how to spot people with a poor work ethic. Tell-tale signs may be:

Deliverables are not being met on time, leading to delays in project completion and potentially disappointing clients or customers.

Output may be substandard, with errors, omissions or a lack of attention to detail, which can affect the quality of products or services.

Managers may need to spend more time monitoring and correcting the work of employees with poor work ethics, diverting attention from other vital tasks.

Other team members may become frustrated or disheartened by their colleagues' poor performance or lack of commitment.

There are ways you can support team members in developing their work ethic. First, though, take a look at yourself. If you don't have a great work ethic, why should they? It's important to lead by example. Assuming you are getting that right, you next have to determine if what might be presenting as poor work ethic is actually that an individual has something else going on in their lives that is distracting them temporarily. If this is the case, talk to them about how you can support them during this time.

If this isn't the issue, however, a good starting point is to ensure that they have meaningful work engaging them. Help them develop self-discipline, prioritise tasks and start the day strongly. It's easier to start strongly and maintain than to enter into the day at a sub-par level and then raise your game.

A word of warning, though: leading people with a strong work ethic also requires emotional intelligence. Investing time in understanding, managing and responding appropriately to others' emotions will help ensure that people manage their well-being. If you don't, they will eventually either physically or mentally burn out, impacting your team's ability to perform effectively.

As well as examining your own work ethic, take a few minutes to consider your colleagues' work ethic. Could it be improved? What can you do differently to improve their performance or manage their well-being?

Finding the Right Work Ethic Balance

The term ‘karoshi’, meaning ‘death by overwork’, emerged in Japan in the 1970s. As the country's economy boomed, a work culture developed around intense loyalty, long hours and the concept of ‘lifetime employment’. Karoshi came to describe cases where otherwise healthy employees suffered sudden health issues—typically heart attacks or strokes—attributed directly to overwork and the stress of prolonged, intense hours.

Japanese workers are generally entitled to 10–20 days of paid leave each year, depending on their years of service. However, it is common for employees to take only a fraction of this allowance. Japanese employees take less than half of their allocated leave annually.

It's crucial to clarify that sharing this example does not endorse such extreme work practices but reminds us of the need for balance. When discussing a strong work ethic, it's important to emphasise that output quality should outweigh the sheer volume of hours worked.

Sustainable productivity relies on a balance between hard work and adequate rest. True work ethic is not about working oneself to exhaustion but rather committing to excellence, efficiency and quality—principles that ensure long-term health and productivity for everyone on a team. There are many examples of how this can look—and crucially they are not all the same.