In a time where complexity and uncertainty are prevalent, team effectiveness remains as one of the most powerful levers for organisational success. Research from McKinsey found that organisations with highly effective teams achieve 20% higher sales and 30% higher profitability. Whether navigating hybrid and remote work setups, cross-departmental projects, or strategic transformation initiatives, how teams work together is often what determines whether a business thrives or falters.

And yet many teams are falling short. Not due to a lack of effort or ability, but because of a few persistent habits that is limiting their potential. *1,500 team members from organisations across the UK, Europe and the US. were analysed and the research revealed the behaviours that are most closely associated with high-performing teams, and those behaviours that consistently hold teams back from unlocking their true potential.

So, what do the most effective teams get right, and where are others missing the mark?

Teams are strong on trust – but feedback is the missing link

The good news is that teams are getting the fundamentals of trust right. Most of our research respondents cited that they feel able to express their opinions openly in meetings and know they can count on their colleagues for support. This psychological safety net – the ability to speak up without fear of embarrassment or retaliation – is an essential behaviour to nurture collaboration, innovation, and resilience.

Although trust is strong, many teams are not stretching themselves. Specifically, they’re faltering in two key areas: feedback and accountability. Our research found that most teams struggle to provide regular and constructive feedback, both internally and externally with feedback from customers, stakeholders and colleagues rarely sought out or actioned. At the same time, poor performance often goes unchallenged, and individuals are not consistently held accountable when standards are not met.

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