Think you understand teams in your organisation? Think again

Most organisations say they’re “team-based” - but how well do they understand the teams that drive their business forward?

Teams aren’t just boxes on an org chart. They’re living, breathing systems made up of people with different roles, personalities, pressures and priorities. And in today’s working world - where hybrid setups, shifting goals and constant change are the norm - the way teams operate has become more complex than ever.

It’s easy to assume that if you’ve got talented individuals, the team will perform well. But that’s rarely the case. In fact, research from McKinsey shows that most cross-functional teams underperform, even when they’re made up of high-calibre people. The problem isn’t the individuals - it’s how the team functions as a whole.

Why teams struggle in complex environments

Modern teams face a unique set of challenges. They’re often spread across locations, juggling multiple priorities and working with stakeholders who don’t always share the same goals. Add to that the pressure to deliver results quickly and it’s no wonder that misalignment, poor communication and low trust can creep in.

Atlassian’s State of Teams 2025 report reveals that only 7% of executives feel confident they know exactly how the work each team is doing supports their company’s biggest goals. That’s a staggering gap in clarity. Without a shared purpose and visible alignment to strategic objectives, even the most capable teams risk working in silos, duplicating efforts, or losing momentum altogether.

And it’s not just about internal dynamics. Teams are constantly interacting with other parts of the organisation - other teams, departments, customers, suppliers. These relationships shape how a team performs, but they’re often overlooked when trying to improve performance.

What high-performing teams do differently

Teams that consistently perform well tend to have a few things in common - and it’s not just about having the best people.

• They have a clear sense of purpose. Everyone knows why the team exists and what success looks like. They’re aligned not just on goals, but on values and ways of working.

• They communicate openly and regularly. That doesn’t mean endless meetings - it means having the right conversations at the right time and making space for honest feedback.

• They trust each other. That trust creates psychological safety, which is the foundation for innovation, accountability and resilience. When people feel safe to speak up, challenge ideas and admit mistakes, the team becomes stronger.

• And they collaborate well. Roles are clear, but flexible. People support each other, share knowledge and take collective ownership of outcomes.

But there’s a trap here too. As Matthew Syed points out, some of the least effective teams can look the nicest on the surface - polite, conflict-free and seemingly harmonious. They may be avoiding the very friction that drives better thinking and stronger performance. Without constructive challenge, teams risk falling into what Syed calls “surface-level harmony,” where dissent is suppressed and innovation stalls.

McKinsey’s research backs this up, showing that teams with high levels of trust and psychological safety are significantly more likely to deliver strong results. But these qualities don’t just happen - they need to be nurtured.

How systemic team coaching® helps

This is where systemic team coaching® comes in. It’s not about fixing individuals or running one-off workshops. It’s about working with the team as a whole - and in context.

Systemic team coaching® looks at the team as part of a wider system. It explores how the team interacts with its stakeholders, how it contributes to the organisation’s strategy and how its internal dynamics affect performance.

A systemic team coach works with the team over time, helping them reflect on how they operate, what’s getting in the way and what needs to change. It’s a process that builds awareness, strengthens relationships and creates space for new ways of working.

Importantly, it’s not just about the team becoming more efficient - it’s about becoming more effective. More aligned. More resilient. Better connected to the bigger picture.

The ripple effect across the organisation

When one team improves, it doesn’t just benefit that team. It creates a ripple effect.

Better communication leads to fewer misunderstandings with other departments. Clearer purpose helps align efforts across the business. Stronger collaboration builds trust between teams. And when psychological safety is present, people are more likely to share ideas, raise concerns and take initiative.

Systemic team coaching® helps unlock this ripple effect. It turns teams into catalysts for change - not just units of delivery.

Final thoughts

So, over to you. Do you understand the teams in your organisation?

Not just who’s in them, or what they’re working on - but how they function, how they relate to others and what’s really driving (or blocking) their performance?

If you’re not sure, you’re not alone. But that’s exactly why systemic team coaching® is worth exploring. It’s a way to go deeper, to build stronger teams and to create lasting change - not just for the team, but for the whole organisation.