The All Blacks have again beaten Australia in the Bledisloe Cup; 40-12 with Beauden Barrett’s four tries a record. Over most of the last two decades the All Blacks have been exceptional. This exceptionalism, I trace back to the ideas of Graham Henry (a school teacher, headmaster, sports coach). His coaching philosophy emphasized personal development, teamwork, continuous improvement, and adaptability. He believed in fostering a strong team culture where players were empowered to take ownership and responsibility, while also encouraging open communication and collaboration between players and coaches. His approach was player-centric, focusing on individual skill development within the context of the team’s overall strategy and goals.
Exceptional teams are at the core of high-performing organizations. They not only drive results and innovation but foster a culture of collaboration and growth. This leads us to ponder: What makes these teams exceptional? Is it the talent they possess, the goals they pursue, or the relationships they build? Or perhaps, it is a mixture of all these elements. In my exploration as an organizational psychologist, I have found that two significant pillars stand out in crafting exceptional teams: High Expectations and Profound Trust.
High Expectations: Clarity, Challenge, Commitment
- Clarity
In an exceptional team, every member clearly understands their roles, responsibilities, and the team’s collective goals. There’s a shared vision that aligns individual aspirations with the organizational mission. This clarity avoids confusion and ensures everyone is moving in the same direction, fostering a collective drive. - Challenge
Exceptional teams are not satisfied with the status quo. They seek to push boundaries, take on new projects, and continuously improve. Challenges are not seen as obstacles but opportunities for growth. Members motivate each other, working together to solve problems and reach new heights. - Commitment
High expectations lead to a strong commitment to excellence. Every team member feels accountable and invests wholeheartedly in the success of the team. This commitment is what fuels the long hours, dedication, and persistence required to achieve great results. It is a binding force that ensures that everyone is putting their best foot forward.
Profound Trust: High Ability, Shared Integrity, Benevolence
- High Ability
Trust begins with confidence in each other’s capabilities. In an exceptional team, members believe in each other’s skills, talents, and ability to contribute effectively. This trust in ability leads to a culture where individuals can fully express their potential without fear of judgment or failure. - Shared Integrity
Integrity is the cornerstone of trust. Exceptional teams are composed of individuals who share common values, ethical principles, and a sense of fairness. This alignment creates a sense of unity and fosters an environment where everyone can depend on one another. - Benevolence
Profound trust extends beyond mere professional interactions. It recognizes the goodwill, empathy, and genuine care that team members have for one another. Benevolence is about supporting each other not just in professional endeavors but as human beings. This profound connection is often what makes the team feel like a family.
The Synergy between High Expectations and Profound Trust
High expectations and profound trust are not isolated constructs; they feed into each other, creating a powerful synergy.
Trust Enables High Expectations: When team members trust each other, they are more likely to set ambitious goals and commit to them. They know that they can rely on each other and are willing to take risks together.
High Expectations Foster Trust: Conversely, the culture of excellence, fostered by high expectations, promotes trust. Team members see the commitment, hard work, and integrity in their peers, reinforcing the belief that they are in this together.
Teams that lack expectations and trust are often characterized by detachment, indifference, and apathy. Without clear goals and shared values, team members may feel directionless and disconnected from one another. The absence of trust further exacerbates this detachment, leading to a lack of investment in both individual and collective success. Team members may become indifferent to each other’s needs and the team’s overarching purpose. This combination of detachment and indifference often results in a stagnant environment, where innovation and motivation are stifled. Ultimately, the impact on performance is detrimental, as team members neither strive for excellence nor support one another in their endeavours.
When teams are driven solely by high expectations without the underpinning of trust, the environment can become anxious, conflict-prone, stressed, and cynical. High expectations, while essential for guiding performance, can lead to excessive pressure when not balanced by interpersonal trust and understanding. Team members may become overly competitive, with a “win-at-all-costs” mentality that breeds conflict and tension. Without trust to facilitate open communication and support, stress levels can escalate, leading to burnout and a cynical outlook on the team’s goals and each other’s intentions. This imbalance can hinder collaboration and creativity, undermining overall performance and leading to dissatisfaction within the team.
Conversely, teams that focus solely on trust, without the grounding force of high expectations, can become overly comfortable and frivolous. While trust fosters a pleasant and supportive environment, the lack of clear and challenging goals may lead the team into complacency. Team members may become more like buddies, prioritizing social interactions and comfort over professional growth and achievement. This comfort can result in a lack of urgency, accountability, and ambition, allowing mediocrity to become the norm. Without the driving force of high expectations, trust alone can lead to an underperformance that fails to tap into the team’s full potential, ultimately affecting the organization’s competitive edge.
Building exceptional teams is not an accident; it requires careful nurturing of high expectations and profound trust. Henry’s experience established the now famous “No A@@holes”axiom which clearly exemplifies the role of expectations and trust. Leaders and team members must cultivate a shared vision, challenge themselves continuously, and commit to excellence, all while fostering trust through recognizing ability, aligning values, and supporting each other with genuine care and empathy.
The fusion of high expectations with profound trust leads to a workplace environment that encourages innovation, resilience, and success. It builds a culture where people are motivated not only by what they are working towards but by the people they are working with. It’s a formula that transcends ordinary teamwork and leads to truly exceptional performance.
Organizations looking to build such teams must invest in these principles, provide the tools and resources necessary, and most importantly, lead by example. The journey to exceptional teamwork is challenging and rewarding, promising not only organizational success but personal growth and fulfillment for every member involved.
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- Lencioni, P. (2002). “The Five Dysfunctions of a Team: A Leadership Fable.” Jossey-Bass.
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- Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). “An Integrative Model of Organizational Trust.” Academy of Management Review, 20(3), 709-734.
- Collins, J. (2001). “Good to Great: Why Some Companies Make the Leap… and Others Don’t.” HarperBusiness.
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