Unlocking High-Performing Teams: Insights for Leaders and HR Professionals

We invest significant time and energy working with others, as true achievement rarely happens in isolation. Yet, rather than accelerating impact and results, teams - particularly cross-functional ones - often experience reduced effectiveness.

When we work in a team, we become part of a system that shapes how we engage and perform. Some individuals are more influenced than others, but the underlying team dynamics are crucial to delivering outcomes that surpass the sum of individual efforts.

At the core of team coaching is a structured approach that begins with gathering insights into how a team functions internally, how it interacts with broader systems, and how effectively it operates both together and apart as transformational leaders.

The next phase involves debriefing the data, uncovering dysfunctions, inefficiencies, and limiting beliefs, and identifying key development areas aligned with strategic objectives and organisational culture which leads into the development phase.

In one of our team coaching engagements with a leadership team, we followed this approach and not only pinpointed crucial development areas but also identified immediate, high-impact changes to enhance meeting effectiveness. Here are a few:

• Accountability for Presence – Arriving on time, prepared, and fully engaged seems basic, yet leadership teams, particularly ExCo teams, often struggle due to competing priorities. Making this a shared commitment significantly improves team effectiveness.
• Meetings for Decision-Making, Not Updates – Shifting meetings from passive information-sharing to active decision-making ensures that discussions drive key objectives forward. Updates should be reviewed separately in shared documents.
• Shared Responsibility for Effectiveness – Team effectiveness is a collective duty, not just the meeting chair’s or team leader’s responsibility. Holding each other accountable fosters ownership and continuous improvement. Asking, “What is my contribution to the issue I am raising?” can be a powerful self-reflection question.

Recently, I had the privilege of already knowing the team and the organisation through previous work on developing their culture for high performance before beginning the Leadership Team Coaching process. While this familiarity provided valuable insights as a coach, it was both a blessing and a challenge for the team itself.

The existing trust levels were naturally high due to our established working relationship. However, our deeper understanding of the organisation revealed direct correlations between the dysfunctions within the leadership team and those affecting the broader organisation. This is not uncommon, but as a consultant coach, it is crucial to distinguish between assumptions and conclusions carefully.

In this case, the leadership team recognised these patterns themselves, leading to a powerful moment of clarity. This realisation compelled them to take decisive and courageous action. They immediately agreed on a plan of implementation, paving the way for greater accountability and value creation across the organisation.

Team coaching is not a one-off intervention; it is an ongoing process that integrates systemic shifts into daily operations. When done well, it has the potential to create lasting positive change, influencing the organisation far beyond the team being coached. It requires trust, courage, and a commitment to continuous development.

A recent client shared:

“For me, this was high value and necessary for the ExCo to create its own identity and see itself as a team. I appreciated the open discussions about what we could change and the realisation that we need to improve how we work together. I also see the value in consciously shifting towards better collaboration.

I liked that, as a facilitator, you read the group dynamics well, striking the right balance between summarising discussions, drawing out key points, and knowing when to offer analysis and insight. 10/10 for your ability to do this.” - ExCo Member, Financial Services

Is Your Team Ready for Coaching?

Here are key reflection questions to assess your team’s readiness and needs:

• How clear is our collective purpose, priorities, and success criteria?
• Do we have explicit agreements on collaboration and decision-making?
• Where do we experience recurring tension or conflict, and how do we address it?
• How do we ensure accountability without relying on hierarchy and micromanagement?
• Do we engage in open, constructive dialogue where all voices are valued?
• Are our decision-making processes inclusive and outcome-driven?
• How well do we balance autonomy and interdependence?
• How effectively do we anticipate and adapt to change?
• Do we challenge assumptions and foster innovation?
• How do we support each other’s growth, learning, and well-being?
• Are our values and commitments aligned as a team?
• Do team members feel safe to speak up, share ideas, and admit mistakes?

If these questions highlight gaps in your team’s effectiveness, collaboration, or systemic awareness, team coaching may be the key to unlocking your full potential. Even before taking action, reflecting on these questions as a team can spark valuable insights and change.

At TAO Consulting, we specialise in Team Coaching at all levels - teams, leadership teams, and boards - using research-backed, business-tested methods delivered by certified, experienced team coaches.

For more information or an initial conversation, reach out to us today.

Book Review: The Five Dysfunctions of a Team

A business classic by Patrick Lencioni, The Five Dysfunctions of a Team is a widely used resource for improving team function and effectiveness. Written as a compelling narrative, it is an engaging and accessible read—one, we at TAO Consulting, include in our Leadership Development Programme.

The book outlines five core dysfunctions and their corresponding solutions:

• Absence of Trust – Foster psychological safety.
• Fear of Conflict – Normalise conflict and encourage healthy debate.
• Lack of Commitment – Make clear decisions, set goals, and confirm shared understanding.
• Avoidance of Accountability – Build a culture of feedback and peer accountability.
• Inattention to Results – Align around a shared purpose, track and measure results, and celebrate team achievements.

Addressing these dysfunctions through the suggested solutions can transform any team into a cohesive, high-performing unit.

Which of these dysfunctions do you see most often in teams? How have you tackled them? I'd love to hear your thoughts!