The Science Behind Building High-Performance Teams
February 03, 2025
Blog Post
February 03, 2025
Blog Post
Sign up to our mailing list by filling in the form below.
If you have any questions or need more info, let's have a conversation. Schedule one here.
In the increasingly fast-paced, innovation-driven, 21st century business world, high-performance tech teams became much more than just an asset, they’re a necessity for any businesses that hopes to avoid getting left behind.
But what makes a team “high-performing”? Is it sheer talent? Impeccable processes? Strong Leadership? Or is it something deeper?
Over the years (and lots of trial and error!) we have learned a lot about what building successful teams looks like in practice. We know how to get the best people and how to create an environment that makes them perform at the very best of their abilities. And as it turns out, much of the research around high performance teams backs up what we learned from experience.
Harvard researcher Professor Amy Edmondson, who popularised the concept of psychological safety, defines it as “a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk-taking”.
This concept plays a key role in fostering open communication, which is essential for learning and driving better outcomes. This makes sense, as teams who aren’t afraid to speak up can identify mistakes and opportunities quickly and adapt.
Lack of psychological safety can manifest in different ways, one of the key ones being a lack of critical thinking for fear of negative consequences. When sharing opinions is seen as creating conflict, teams lose the benefits that come from discussing ideas from different perspectives. Thinking becomes homogeneous, and innovation becomes impossible. Open communication is key for adequate teamwork, and open communication can only exist in psychologically safe environments.
Fostering an environment of psychological safety takes intentional effort. Leaders should encourage open dialogue during meetings and actively listen to team members in a non-judgmental way, as well as model vulnerability by admitting to their own mistakes.
Teams comprising varied perspectives, experiences, and skill sets have been proven to solve problems more effectively, and science highlights that when all voices are valued and heard, collective performance flourishes. For example, a study by McKinsey & Company found that companies with higher racial and ethnic diversity levels outperformed their peers by up to 35% in profitability, while companies with higher gender diversity levels tended to outperform their counterparts by 15%. Additionally, they found that “companies in the bottom quartile both for gender and for ethnicity and race are statistically less likely to achieve above-average financial returns than the average companies in the data set”.
And, of course, this isn’t limited to specific variables. Diversity of knowledge, experience, seniority, skill sets, and more, can all bring different views and perspectives, enhancing creativity and problem solving.
But establishing an environment of inclusion, particularly when working with a global taskforce, can be a challenge, as different experiences and viewpoints can often clash or create conflict. For example, considering whether your team members are more direct or indirect in their communication, if they rely on non-verbal cues, or whether they lean towards being introverted or extroverted - all these factors can significantly impact how effectively teams collaborate.
To achieve an environment of true inclusion, organisations must actively ensure their recruitment process finds not only the best people for the job but also the people who best fit this culture. Additionally, everyday culture and top-down leadership should reflect this alignment in such a way that everyone understands and champions diversity within the company.
High emotional intelligence (EQ) among team members is usually marked by self-awareness, empathy, and effective interpersonal skills. Teams with high EQ can present stronger collaboration and conflict resolution, while leaders with high EQ can also detect unspoken tensions, inspire motivation, and maintain morale.
For example, in a scenario where miscommunication between a frontend and backend developer delays a project, a developer with high EQ would address the issue constructively, focusing on solutions rather than blame, while showing empathy for their colleague’s workload. A leader with high EQ might mediate the discussion, encouraging open communication and proposing actionable steps to resolve the issue, turning the challenge into a learning opportunity. In contrast, someone with low EQ might respond defensively or avoid addressing the tension, leading to further conflict and inefficiency.
Fostering an environment of emotional intelligence goes beyond recruiting people with naturally high EQ. Investing in personal development through training and coaching can transform team dynamics and bring out every employee’s untapped potential. Role-playing exercises, peer feedback sessions, and mindfulness workshops are practical ways to enhance EQ in teams. In software development in particular, where collaboration often spans across departments and success is linked to overarching business goals, EQ is vital for fostering smooth communication and resolving conflicts before they escalate, as well as to maintain a culture of transparency.
Tools like project management platforms, instant messaging apps, and video conferencing software can assist in eliminating bottlenecks and fostering communication, especially for remote or hybrid teams.
These tools reduce friction, ensure transparency, and allow team members to focus on high-value tasks. Automation of routine tasks, like code testing or document approval, further boosts productivity by freeing up team capacity.
However, you should ensure you are using the correct tech stack for your team. Individual dynamics, preferences, security concerns, and even the type of work being conducted will naturally influence this decision.
When implemented correctly, collaboration tools can transform a team from a group of disconnected individuals, frequently interrupting their workflow to hand off tasks, into a well-oiled machine where everyone can focus on doing their best work.
High-performing teams leverage data analytics to continually refine their processes and performance. For example, a software development team might use feedback surveys to identify areas where communication could improve, or productivity dashboards to track metrics like sprint velocity or code review turnaround times.
Take a scenario where a team notices their sprint velocity has been decreasing over several iterations. By analysing the data, they discover that developers are spending excessive time in meetings, leaving less time to focus on deep work. Acting on this insight, the team adjusts by scheduling shorter, more focused meetings, and introducing asynchronous updates for less critical discussions.
Similarly, employee engagement surveys might reveal burnout among team members. By reallocating resources, redistributing tasks, or introducing mental health support programs, the team leader can address these issues before they escalate, ensuring that team members remain motivated and productive.
By acting on real-time data, teams can iteratively improve their processes, align with broader business goals, and adapt to changing needs, ultimately driving sustained success.
Building high-performance teams goes beyond bringing together a group of talented individuals. It’s about creating an environment where those individuals can thrive. But most importantly – it’s about learning.
We have years of experience in building high performance teams, and we are still learning more every single day. The science and practice of teamwork evolve constantly, teaching us that there is no one-size-fits-all approach. What remains consistent, however, is the value of intentionality: creating spaces where team members feel psychologically safe, supported, and motivated to achieve shared goals.
True high performance comes from a balance of leadership, people, processes, and tools. Fostering trust, embracing diverse perspectives, and prioritising emotional intelligence are not just ideals, they are the pillars that drive innovation, creativity, and resilience. Combining this with the right technologies and data-driven insights enables teams to not only meet their objectives but also adapt to a quickly changing business landscape.
Building high-performance teams is a journey, not a destination. By committing to continual learning, growth, and improvement, organisations can empower their teams to consistently exceed expectations and drive long-term success.
Headquartered in Europe, Cleverbit Software is a prominent custom software development company, employing over 70 skilled professionals across the EU, UK and US. Specialising in custom software for business efficiency, we work with a diverse international clientele in various industries including banking and insurance, SaaS, and healthcare. Our commitment to solving problems and delivering solutions that work makes us a trusted partner with our clients.
Would you like to discuss anything software?
Here's our email:
[email protected]
Here's our phone:
+44 204 538 9855