Want a Consistently High-Achieving Team? Start Here.

In today’s ever-shifting business landscape, we’re all feeling the pressure to perform, deliver results, and adapt—fast. But what separates the teams that just perform from those that consistently achieve? It’s a question I’ve been noodling on, and lucky for us, my friend and colleague Steven Gaffney has been pondering the same thing.

The Steven Gaffney Company recently completed a national research study on Consistently High Achieving Teams (CHAT)—yes, capital letters deserved—and joined me on the podcast to unpack the results. I’ve long admired Gaffney’s work on honesty in business, and he’s taken that to the next level with this research. He’s uncovered gold for anyone building or leading a team today.

Achieving ≠ Performing

Let’s start with a simple shift in language that Gaffney champions: Instead of “high-performing teams,” think “consistently high-achieving teams.” Why? Because performance is often confused with working hard. And sure, effort is important—but it’s not the same as delivering results.  Gaffney makes this distinction clear: Great teams don’t just hustle. They achieve outcomes—and they do it consistently, not just when someone’s watching or cracking the whip.

Never Satisfied… as a Game

One of my favorite nuggets from Gaffney’s research is this core trait of high-achieving teams: they’re never satisfied. But—and this is critical—they approach improvement as a game, not a grind. There’s a playfulness, a curiosity, a spirit of “what can we try next?”

Contrast that with the toxic “never good enough” mindset that burns people out. The key is balancing that hunger for better with appreciation. Celebrate wins. Then say, “What’s next?”

The Power of Proactive Accountability

Here’s a stat that made my jaw drop: 43% of working Americans say their teams aren’t accountable to each other or the mission—they’re just accountable to the boss. Yikes.

In my experience, you know a high-achieving team when it’s hard to tell who the leader is. Everyone’s holding each other accountable. They’re calling out the poppy seed stuck in your teeth before the client meeting. (Yes, really. We talk about this in the podcast interview.)

Gaffney’s take? Good teams are accountable to the leader. Great teams are accountable to each other.

Distractions Are Derailing Us

According to Gaffney’s study, 39% say distractions in meetings at work (phone, texting, laptop, etc.) prevent them from focusing or make meetings go longer.  To make matters worse, 37% say their organization has zero standards to prevent them. That’s nearly 1 in 3 team members on teams without clear, agreed upon, ground rules!

This is a fixable problem. Set clear expectations—phones down, cameras on, whatever works for your culture. And if someone’s multitasking during a meeting, you have to wonder: What are they doing and what message are they sending about their priorities?

(Also, can we just stop pretending multitasking is a thing? Spoiler alert: It’s not. It’s task-switching, and it’s inefficient.)

Power: The Hidden Mindset That Matters

Another powerful insight? Nearly half of employees feel either conditionally powerful or powerless. That means they believe they can only be effective if the stars align—if they have the right resources, leadership, or environment.

But high achievers? They operate from unconditional power. They focus on what they can do—no excuses. They step up, speak up, and take action.

That’s a mindset worth nurturing.

In-Person Still Matters

We all love our hybrid lifestyles, but when it comes to truly effective team interaction, the data is clear: 69% of respondents say in-person is best. That doesn’t mean remote doesn’t work—it can—but there’s something about being in the room together that just accelerates trust, communication, and collaboration.

Teams > Everything

Here’s the kicker: 75% of respondents said being on a consistently high-achieving team would significantly improve their work experience. That’s huge. It means people are craving the kind of teams that elevate them, challenge them, and bring out their best.

So, if you’re a team leader, a project lead, or anyone responsible for group dynamics (which is everyone, really), take note: The time to invest in your team’s achievement is now.

What You Can Do Today

Toward the end of our time together, I asked Gaffney what one thing leaders can do right now to move the needle, and his answer was simple and profound:

“Get the unsaid said.”

Ask the questions you’ve been avoiding. Invite honest feedback—and truly listen. Create the emotional safety for your team to speak up. And do something with the feedback you receive from the people that you trust and value their opinion..

Bottom line?

The most extraordinary teams aren’t born—they’re built. Brick by brick. Conversation by conversation. If you want a team that doesn’t just perform, but achieves—consistently—then it starts with your willingness to lead differently. Set the tone. Model the behaviors. Get the unsaid said. When you create the conditions for greatness, your team will rise to meet them.

 

Related Articles:

16 Growth Strategies to Consider as a Team

How to Shine in a Self-Managed Team

How to Choose the Right Guide for Your Team: Facilitator, Mediator, or Moderator?