10 Surprising Secrets to Building a High-Performing Team, According to Global Experts

Insights from my recent interviews on the Resilience Podcast, brought to you by the Resilience Institute 's v5 Resilience Assessment.

High performance is often treated like a secret recipe—complex, elusive, and reserved for a select few. But as I interviewed ten world-class leaders and resilience experts on the Resilience Podcast, a different picture emerged.

High performance isn’t about flashy tactics or quick fixes. It’s about tapping into core principles that uplift both individuals and teams. Each of these leaders offered a distinct lesson. Together, they paint a portrait of what it truly means to thrive.

Here are ten lessons in high performance from some of the most insightful minds I’ve met.

1. Deon MacMillan: Lead with Passion and Flexibility

As the Chief People Officer at Pax8 , Deon MacMillan knows that no two teams are the same. Her approach centers on understanding each individual’s drive and adjusting her methods accordingly. She believes in nurturing passion and adaptability—two qualities that keep teams engaged and open to change.

"High performance means tapping into the individual passion of the people who make up the team. It’s about meeting people where they’re at."

The takeaway here is simple: a rigid approach rarely creates lasting results. High-performing teams need leaders who are willing to listen and adapt, allowing the unique strengths of each member to flourish.

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2. Michelle Moore: Resilience Through Setbacks

Former athlete and sought-after leadership coach Michelle Moore MA BA describes resilience as a lifelong skill, shaped by setbacks and strengthened over time. From her own experience, she’s learned that failure isn’t the end but a vital part of the journey. For her, resilience is a skill you can cultivate, like a muscle you build with consistent practice.

“Resilience isn’t one and done. It’s lifelong. You have to keep refilling it to handle life’s challenges.”

Resilience, Michelle suggests, isn’t just a response to failure. It’s a proactive habit, an approach that can keep teams steady in times of challenge. Leaders who encourage resilience help teams grow stronger, even when things don’t go as planned.

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3. Claudia Van Den Heuvel: Resilience in Crisis

Claudia Van den Heuvel , an expert in crisis management at 普华永道 , speaks to the importance of resilience at both the individual and collective levels. She emphasizes that crisis readiness requires sustainable routines—habits and practices that leaders can turn to when the pressure mounts. Resilience, she says, is more than a personal trait; it’s a cornerstone for navigating high-stakes moments.

“Resilience isn’t just a personal trait; it’s an organizational strength. It’s how we navigate uncertainty together.”

In moments of crisis, Claudia’s words remind us that resilience is a skill leaders should cultivate across their teams. When everyone’s resilience is high, collective strength prevails.

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4. Nicolai Tillisch: Balance Structure and Flexibility

Leadership coach Nicolai Tillisch describes high-performing teams as those that balance “mechanical” and “organic” modes. Teams need structure to stay grounded but flexibility to innovate and grow. He uses the metaphor of the “flower and the cogwheel,” highlighting the beauty of a team that operates with both efficiency and adaptability.

“High performance is balancing the mechanics with the organic. Some goals need strict plans; others grow like flowers, unfolding with time.”

In a world focused on rigid metrics, Nicolai shows us the power of fluidity. The best leaders know when to lean into structure and when to let the team’s strengths unfold naturally.

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5. Alex James: Fulfillment Over Happiness

For executive coach Alex James , fulfillment is a sustainable pursuit, unlike fleeting happiness. She suggests that high performance stems from purpose-driven action, where team members align with their values. It’s this values alignment that allows people to work with greater depth and resilience, even when challenges arise.

“Happiness is temporary, but fulfillment is lasting. High performance grows when people feel aligned with purpose and values.”

Alex’s insight reminds us that performance is more sustainable when it’s anchored in something deeper than a momentary boost. Leaders should help their teams connect to purpose, which will sustain them through ups and downs.

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6. Stuart Andrews: Trust and Real-Time Feedback

Executive coach Stuart Andrews underlines the need for psychological safety, where trust forms the foundation of team dynamics. When team members trust each other, they take risks, share ideas, and innovate without fear. He also stresses the importance of real-time feedback over once-a-year reviews, ensuring growth and alignment are ongoing.

“High-performing teams thrive on trust and real-time feedback. Feedback in the moment keeps everyone growing and aligned.”

Stuart’s lesson is clear: trust fosters creativity, and feedback fuels improvement. A leader who establishes trust and provides feedback regularly creates a team that moves forward together.

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7. Michka Guerrier: Recovery Fuels Performance

Michka Guerrier from 普华永道 and HighRealities , stresses that high performance isn’t all action; it’s about intentional pauses. Just as athletes need time to rest, high-performing teams need recovery periods to maintain resilience and energy over time. He views recovery as an essential part of maintaining balance and perspective in the workplace.

“Recovery is part of the performance equation. Without rest, resilience fades, and so does performance.”

Michka’s insight encourages us to rethink our work-rest dynamic. Leaders who prioritize recovery as part of performance help teams avoid burnout and sustain productivity.

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8. Dr. Tenia Davis: Empathy-Driven Servant Leadership

Tenia Davis, Ph.D. , CHRO at NORC at the University of Chicago , is a servant leadership expert, who believes high performance starts with empathy. She emphasizes the importance of putting the team’s needs first and creating a workplace where everyone feels valued. By focusing on empathy, inclusion, and authentic connection, she shows that care and productivity can indeed go hand in hand.

“Servant leadership is putting the team before self-interest, leading with empathy and care.”

Tenia’s approach teaches us that people perform better when they feel cared for. Leaders who practice servant leadership uplift the team and make space for growth.

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9. Christina Figiel: Growth Through Trust and Constructive Conflict

For Christina Figiel, CPCC, ACC , an angel investor and founder of Spark Executive Coaching , growth often happens in the space of constructive conflict. She encourages leaders to foster environments where team members feel safe to express differing viewpoints and learn from each other. Rather than avoiding friction, high-performing teams embrace it as a path to continuous improvement.

“Constructive conflict is essential for growth. Teams that embrace differences improve and evolve together.”

Christina’s perspective shows that high performance isn’t about avoiding disagreements; it’s about using them to strengthen the team. Leaders who promote open dialogue create an environment of growth and trust.

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10. Minh Hua: Practical Skills, Incentives, and Micro-Influencers

Chief People Officer Minh Hua identifies a unique mix of practical skills, shared purpose, and incentives as key to high performance. But he also highlights the importance of “micro-influencers”—those team members whose peer-to-peer influence can shape culture and motivate the group in powerful ways. Leaders should leverage these influencers to create a cohesive and energized team.

“High performance is about skills, incentives, and the often-overlooked influence of peer leaders.”

Minh’s insight is a reminder that influence isn’t just top-down. Leaders should recognize and empower informal influencers within the team who can drive culture from within.

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Conclusion: The Foundation of High Performance

High performance isn’t about applying a rigid formula. It’s about creating a culture where resilience, trust, and purpose drive the team forward. From empathy-driven servant leadership to the balance of structure and adaptability, each of these leaders highlights a piece of the high-performance puzzle. The best leaders see high performance not as a peak to reach but as a journey that demands flexibility, empathy, and a commitment to growth.

In the end, high performance is about creating environments where people can bring their whole selves to work. It’s about teams that feel safe to push boundaries, experiment, and even fail, knowing they have a foundation of support and shared purpose. These leaders show us that high performance, at its core, is about connection, resilience, and the courage to stay aligned with our values.

Do you want to build a high-performing team? Contact me to learn about our Resilience Assessment and training programs.