"The true test of leadership isn't in inspiring greatness, but in cultivating an environment where greatness can thrive."

Over the years, I’ve had the privilege of working with extraordinary individuals and teams in various roles. Teaching Leadership Coaching for Organizational Performance at American University and collaborating with the Global Career and Leadership Development team at the Booth School of Business have been especially rewarding.

One highlight of my coaching career came early last year when Jared, a student in one of my courses, approached me with a simple yet profound request: “I want to be a better leader,” he said, his voice steady but his eyes betraying a hint of uncertainty. “I feel like my team is capable of more, but I don’t know how to unlock that potential.”

What began as a straightforward question turned into a transformative journey. Jared wasn’t your typical leader—he was introspective, driven, and highly capable as an individual contributor. However, leadership required something different: the ability to trust his team and empower them to take ownership. Despite their evident talent, his team hesitated to take the initiative and worked in silos. “I’m leading, but I don’t think they trust me,” he admitted during our first coaching session.

Jared’s struggles weren’t unique. I’ve seen similar dynamics play out in other settings, like when I worked with a nonprofit board whose members had competing priorities. Their challenge wasn’t talent but alignment—getting everyone to rally around a shared vision while respecting each other’s contributions. Whether in nonprofits, startups, or established companies, the same truth holds: the best teams thrive on trust, open communication, and shared accountability.

For the next twelve months, we worked together to unpack his challenges. Just before year-end ’24, Jared handed me a carefully written document—his philosophy for leading high-performing teams. His reflections stood out, not just for their depth but for their practicality. One measurable outcome spoke volumes: his team increased their project completion rate by 20% through small, consistent adjustments rather than sweeping changes. Jared’s story is a blueprint for how leaders can foster collaboration and build momentum.

High Performance: Beyond the Results

When we think of high performance, it’s easy to focus on outcomes—the accolades, the wins, the milestones. But high performance is more than a record of achievements. It’s a mindset, a philosophy, and a relentless commitment to improvement. At its core, it’s about striving to exceed your own potential rather than competing with others.

True high-performing teams focus on surpassing their own benchmarks. They view success as a journey rather than a destination, a pursuit rooted in self-improvement. Jared’s team didn’t transform overnight. Instead, they built trust through consistent effort—weekly feedback sessions, open conversations, and celebrating collective wins. Slowly, trust grew, and with it, collaboration.

The same principles applied in a manufacturing plant I worked with, where “win or learn” reviews replaced finger-pointing over missed quotas. In just one year, these reviews improved efficiency by 25% as the team shifted their focus to process improvements. It shows how trust and a culture of openeness enable teams to achieve more.

Traits of High-Performing Teams

Across my team coaching experience, I’ve observed recurring traits that define high-performing teams. Jared’s story, along with others, brought these traits to life:

• Continuous Improvement: Jared’s team embraced weekly feedback sessions, sharing one success and one area for growth. Over six months, they saw a measurable improvement in project completion rates. Similarly, in a creative agency I worked with, “lessons learned” sessions turned chaotic project pipelines into a streamlined process, demonstrating how small tweaks in communication can yield big results.
• 100% Effort: Jared realized his team lacked commitment because their roles weren’t clearly defined. After aligning each member’s strengths with team goals, the energy shifted, culminating in what Jared described as a “perfect storm of effort” during a product launch.
• Resilience and Perseverance: Jared’s team initially struggled with setbacks, but reframing failure as a learning opportunity changed their mindset. One of their biggest breakthroughs came after a failed presentation. Instead of assigning blame, they regrouped, identified improvements, and delivered a stellar follow-up.
• Adaptability Under Stress: Mock crisis drills helped Jared’s team practice decision-making under pressure, building their confidence for real challenges. Similarly, in a retail company, role-playing scenarios improved frontline staff’s ability to handle customer complaints, reducing escalation rates by 30%.
• Internal Accountability: Jared’s team shifted from blaming external factors to taking ownership of their success. This accountability made them more proactive and motivated, regardless of external challenges.

These traits, amplified by psychological safety, created a culture where people felt safe to speak up, experiment, and even fail. The result? Not just better performance but a stronger, more resilient team dynamic.

For a deeper dive into the importance of psychological safety, check out Google’s Project Aristotle. The findings provide a practical framework for understanding team effectiveness.

From Individual Contributor to Team Leader

For Jared, the hardest part of his journey was stepping out of his comfort zone as an individual contributor. “I was used to doing everything myself,” he admitted. Letting go and empowering his team required a fundamental shift in mindset.

I could relate. Early in my career, I thrived as an individual contributor, as a tax lawyer and as a commodity trader. But when I transitioned to management, I quickly learned that leadership wasn’t about how much I could accomplish—it was about bringing out the best in others. Like Jared, I had to let go of micromanagement (and some of my ego) and focus on building trust and collaboration.

Why a Management Philosophy Matters

For Jared, crafting his leadership philosophy was the turning point. He focused on creating psychological safety, building an environment where his team felt comfortable speaking up, experimenting, and even failing. “When they realized I wasn’t judging them, everything changed,” Jared told me. Trust deepened, and their performance soared.

Research backs this up. Google’s Project Aristotle and Amy Edmondson’s studies show that psychological safety is a critical driver of team effectiveness. Teams that feel safe perform better, recover faster from setbacks, and innovate more consistently. Jared’s experience turned theory into practice, offering a roadmap for others to follow.

High-Performance Leadership: The Call to Action

High performance isn’t about perfection. It’s about resilience, growth, and creating an environment where potential can thrive. High performance is a journey—and the legacy you build starts now.

What will your leadership philosophy be? How will you inspire your team to reach new heights?

Sources:

• ‍‍https://rework.withgoogle.com/en
• The Fearless Organization, Amy Edmondson
• Team Unleashed, Philip Sandal - Alexis Philips
• The Wisdom of Teams, John Katzenbach – Douglas Smith

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