Why team performance and cohesion are the untapped levers of organisational success
Every CEO knows that strategy is only as powerful as the teams charged with executing it. Yet far too often, the gap between strategy and outcome comes down to something less obvious: how teams communicate, align, and perform together. For decision makers, it’s not enough to develop individual leaders; it’s the quality of the team ecosystem that determines whether strategy becomes real.
Team performance measurement: seeing the reality
Most leaders sense when a team is under strain, but relying on gut instinct can be risky. Without rigorous team performance measurement, you risk missing the early warnings, misalignment, communication breakdowns, and low trust, that erode performance long before they show in the results.
At FidesOak®, we talk about turning assumptions into insight. Gathering team performance insight gives you concrete data: where teams are aligned, where they are not, which teams are high performing, and which ones are underperforming. That data then becomes the basis for interventions, not blame.
From engagement to cohesion
Engagement is widely discussed in boardrooms, and with good reason. People who feel valued and involved are more likely to contribute ideas and to commit. But engagement without cohesion is like a car with unbalanced wheels: it moves, but unsteadily.
Cohesion means teams work in concert. They trust one another, resolve conflict, share the load, and move toward common goals. Team Cohesion Workshops are one of the tools that help build that capacity, through structured reflection, facilitated dialogue, and shared accountability.
Project teams: where performance gets tested
The true acid test of team effectiveness is often in a project environment. Projects have deadlines, shifting scope, cross-functional demands, and high stakes. In that arena, performing project teams and improving project team performance become critical to managing cost, reputation, and delivery timelines.
Organisations investing in project performance consultancy or project performance training often see more reliable delivery, fewer siloes, and stronger collaboration across functions. It’s not just about speed; it’s about reducing rework, conflict, and frustration among teams.
What the research says
Recent findings from Harvard Business Review (HBR) underscore what many pay lip service to but few operationalise. One HBR article, The Secret to Building a High-Performing Team, argues that teams that can take risks, speak up, name problems, and have courageous conversations, outperform those that don’t. The authors show that connection and courage are pivotal to team success. Harvard Business Review
Another recent study, Teams That Prioritize Either Learning or Performance Perform Better, highlights the trade-off many teams struggle with doing both learning and performance at the same time can dilute focus. Teams that clearly prioritise one or the other often have stronger collaboration, higher clarity, and better performance. Harvard Business Review
These are not abstract findings; they map directly onto what we at FidesOak® see working in high-hazard, high-complexity settings, where teams need to be aligned, resilient, and able to act under ambiguity.
What this means for CEOs
If you are a CEO, or part of the leadership team, here are four priorities to keep top of mind:
- Measure team performance with rigour: Don’t rely solely on financials or output. Use structured measurement of engagement, alignment, trust, and decision-making speed.
- Move from engagement to cohesion: Energy in the team is important, but trust, accountability, and shared purpose make team energy sustainable.
- Invest in project teams: Projects are the proving ground. Give project teams support, through training, consultancy, clearer roles, and structured feedback.
- Create insight loops: Use your measurement systems to feed learning. Identify what’s working and what isn’t, and adjust practices regularly.
Teams are not just a cost centre. They are where strategy lives or dies. For CEOs and decision makers, fostering high performing, cohesive teams may be one of the most powerful levers you hold, one that shapes culture, delivery, and ultimately long-term success.
