Field Notes

Teams that are full of trust, comradery, shared values, and possess the ability to work together through challenges are the gold standard. 

Spending time on shared tasks in close proximity brings such teams even closer. These tight-knit teams possess the elusive quality of “chemistry” so critical to high performance and typically go beyond trust to generate a true caring for their teammates. 

The collaborative potential for such a team is unlimited. The only element that can get in their way is too much of a good thing.

Even highly cohesive teams face one particular challenge. They must overcome the downside of being so connected. You read that right. 

There is one disadvantage to being so close and connected that can undermine the effectiveness of a cohesive team over the long term. The extreme caring and comfort a close-knit team experiences can hinder honesty and prevent them from seeking outside help. 

Highly cohesive teams can become insular and avoid depending on anyone not on the team. Because of their deep trust, they prefer the counsel of their teammates. They often eschew seeking opinions outside the team. 

Highly cohesive teams are often allergic to outside voices, consultants, and other external experts who can bring them data and insight. This can become a huge blind spot, ironically generated by the deep connectedness of the team. 

But even more challenging is the avoidance of candid feedback, especially regarding performance. Team members who care deeply about each other are often reluctant to be frank about issues and topics essential to discuss. 

The perception is that anything that might undermine the goodwill and trust people feel for each other is not worth the risk of a candid conversation. This desire for harmony can inhibit the willingness of team members to discuss issues openly and honestly. Over time, this can make the team much less effective. 

Of course, guarding against the downside of being a highly cohesive and trustful team is a quality problem most teams would die for. Protecting against a lack of candor, at least on some topics and between specific teammates, and becoming too insular to outside voices is not that hard. Just calling out the risks will often do the job. 

But the key is not to allow these issues to surface in the first place. Maintaining a commitment to consistent feedback and an insistence on relying on experts when needed should become a part of the team charter from the outset. 

The idea that a highly cohesive team must guard against becoming too trustful can be hard to swallow. But the truth is that trust and comradery can get in the way when they create too much comfort and harmony. 

Above all else, team members need a candid exchange of information and feedback and outside counsel to create high performance. Team members who like each other a lot need to commit to open and direct communication in all directions. In the end, it makes for an even stronger team.