The concept of “teamwork” is often championed as a cornerstone of success. Yet, despite the frequency with which the word “team” is thrown around, not all groups of people working together are truly teams. This distinction, though subtle, is critical for organizations aiming to achieve peak performance.
At Beanmachine, we frequently encounter organizations that struggle with the gap between groups and high-performing teams. Leaders often label any collective of employees as a “team,” believing that the designation alone will ignite collaboration and productivity. However, as Jon R. Katzenbach and Douglas K. Smith eloquently argue in their seminal Harvard Business Review article, “The Discipline of Teams” (2005), merely calling a group of individuals a team does not guarantee the level of cohesion and effectiveness that real teams exhibit.
What truly defines a team?
To understand what makes a team, we must first recognize what it is not. A group might work together under a strong leader, with clear individual responsibilities and a shared goal, but this does not necessarily make them a team. A true team, as Katzenbach and Smith explain, is characterized by mutual accountability, collective work products, and a shared sense of purpose that transcends individual roles.
Real teams are defined by their discipline—an adherence to a set of practices that foster interdependence, trust, and shared responsibility. These elements are not just nice-to-haves; they are the bedrock of what separates teams that perform from those that don’t.
The pitfalls of mislabeling groups as teams
Mislabeling a group as a team can have unintended consequences. When leaders assume that simply bringing people together and calling them a team will drive performance, they often overlook the need to establish the critical components of true teamwork. This can lead to frustration, disengagement, and ultimately, subpar results.
In our experience, organizations that take the time to cultivate the discipline of teamwork see far greater success. This involves setting clear, achievable goals, fostering open communication, and creating an environment where team members feel a deep sense of mutual accountability. When these elements are in place, the difference in performance is not just noticeable—it’s transformative.
How leaders can foster real teams
For leaders looking to build real teams within their organizations, it’s essential to go beyond the superficial use of the term “team.” Here are a few steps to get started:
- Clarify the purpose: Ensure that the team has a clear, shared purpose that all members are committed to.
- Foster mutual accountability: Cultivate a culture where team members hold each other accountable, rather than relying solely on the leader for direction.
- Encourage collaboration: Create opportunities for team members to collaborate and build trust through shared experiences.
- Measure collective outcomes: Focus on the results that the team delivers collectively, rather than just individual contributions.
Conclusion
At Beanmachine, we understand the power of real teams and the impact they can have on an organization’s success. By helping leaders and teams develop the discipline necessary for high performance, we enable our clients to achieve their strategic goals and drive lasting change. As you consider the dynamics within your own organization, ask yourself: Are your groups functioning as true teams, or is there more work to be done? The answer could be the key to unlocking your organization’s full potential.
For a deeper dive into the discipline that makes teams work, we recommend reading “The Discipline of Teams” by Jon R. Katzenbach and Douglas K. Smith, published in the July–August 2005 issue of the Harvard Business Review. Their insights have shaped much of what we know about high-performing teams today and are invaluable for any leader committed to driving effective teamwork in their organization.
