How to build a high-performing team, regardless of what else is going on

Why high performance matters, especially during transformation

In fast-moving, high-pressure environments such as transformation, integration, or strategic shifts, teams are expected to deliver more, faster. Without the right environment, even the most talented groups can fall short.

High-performing teams are the difference between a “delivered” transformation that changes processes on paper but not behavior, and a successful, sustainable transformation.

So, how do you turn your team into a high-performing one?

Start with clarity of purpose

It’s not enough to set goals or publish a vision. Teams need to know what those goals mean, why they matter, and how they benefit the group and beyond. Each team member must be able to clearly answer:

• What are we trying to achieve together?
• What does good look like?
• How will we know when we’ve arrived?

Leaders must communicate this both verbally and through consistent actions that energize and align the group.

Example: We once worked with a senior executive tasked with transforming a department known for underperformance. The leader was charismatic and widely regarded as a strong communicator. Yet the team failed to deliver because there was no clear definition of “improved operations,” no shared vision of success, and no KPIs to track progress. After two years, performance had declined further.

Contrast this with another CEO who didn’t just issue a vision statement but held regular roundtables where teams shaped the narrative and built ownership. Clarity is not achieved in a single meeting, it is co-created over time.

Define individual contribution

Defining purpose and what “good” looks like drives group alignment. Equally important is ensuring individuals feel engaged and valued. Each person should understand:

• What is my unique role in achieving success?
• What do I bring that no one else can?
• How does my work enable others?

It’s not just about frontline delivery. A sales leader may drive revenue, but support functions, systems, and planning are essential enablers. Recognizing these interdependencies fosters respect and collaboration.

When individuals see how their piece fits into the bigger picture, they act more effectively, even when circumstances fall outside the plan. This clarity empowers smart, timely decisions, rapid responses to the unexpected, and creative contributions to the whole. In dynamic environments, confidence and autonomy fuel speed and resilience.

Build trust through consistency

Trust is the foundation of a high-performing team. It develops through consistency and reliability, not charisma. Team members must be able to predict with confidence how leaders and colleagues will respond and know what’s required of them.

Trust is not about being “nice,” though respect and kindness are always important. It’s about knowing where you stand.

Example: The original Macintosh team under Steve Jobs. Jobs was famously harsh and often abrasive, yet the team thrived because they trusted his vision of a revolutionary computer, his uncompromising standards for excellence, and each other’s talent. That trust in purpose, quality, and peers, allowed them to endure his difficult style and deliver one of the most groundbreaking products in technology history.

Leaders build trust by asking:

• Do my actions match my words?
• Am I consistent and fair?
• Do people feel safe to take initiative?

In summary: performance is built, not assumed

You cannot simply assemble smart people and expect high performance. Leaders must intentionally cultivate the right conditions:

• Clarity of purpose
• Clarity of role
• Consistency that fosters trust

Especially during times of change, these elements provide the stability and cohesion needed to move fast, stay aligned, and deliver results. While team-building events may help, it’s the discipline of daily leadership behavior that sustains performance.

Need support?

At a-connect, we help leaders create the team environments that drive real change, from post-merger integrations to organizational shifts and strategic transformations. Whether through targeted CPO support, building PMO structures, or guiding PMI processes, let’s connect.

About the author

Michelle Farkas is a-connect’s Chief People Officer and Client Service Partner with more than 25 years’ experience helping leaders build thriving teams and organizations.

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