What Google learned about high performing teams

Google researched the difference between average and high performing teams. What stood out was psychological safety; the level of trust and connectivity between teams.

The more complex the context, the more trust becomes leading for how team members fill gaps in knowledge and understanding. Now, think of our teams today who collaborate mostly virtually. They not only face cultural and language barriers, but they are dependent on communication technology to exchange information and communicate.

Teams often have a strong task focus while little or no time is spent on building trust between team members. When inevitable challenges arise, team members fill in gaps in their understanding often resulting in conflict and fire-fighting.

The good news is that, even in virtual teams, trust can be accelerated. The opportunity presents itself in particular at the start of establishing (virtual) teams, because at the start trust is still high and team members are still motivated to invest. Incorporating purposeful trust building, establishing team agreements and providing the appropriate tools to communicate and share information can make the difference between barely making the finish line or being a High Performing Team.