High-performing military teams are crucial to mission success. But it takes more than just tactical military training for teamwork to be effective. For teams (and individuals) to complete mission-essential tasks, it takes strong, interpersonal social-fitness skills on top of tactical training. So, what are the person-to-person skills and beliefs that make up high-performing teams?
- It starts with trust—in each other’s dedication to the mission and the team.
- With trust comes team cohesion and your teammates uniting to complete a task and form one-on-one connections, no matter how different their backgrounds.
- Diversity, another key component of optimized teams, is about accepting and recognizing how different skills and experiences can boost creativity and support problem-solving.
- But at the top of it all, high-performing teams have high-performing leadership. The best leaders foster trust, cohesion, and diversity while also using their own interpersonal skill sets to support their teams across the board.
Published on: March 3, 2021
CHAMP wants to know:
Did this information help change your opinion or perspective?
Ahronson, A., & Cameron, J. E. (2010). The nature and consequences of group cohesion in a military sample. Military Psychology, 19(1), 9–25. doi:10.1080/08995600701323277
Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207–218. doi:10.1037/0021-9010.88.2.207
Brown, U. J., Knouse, S. B., Stewart, J. B., & Beale, R. L. (2008). The relationship between unit diversity and perceptions of organizational performance in the military. Journal of Applied Statistics, 36(1), 111–120. doi:10.1080/02664760802443905
Driskell, T., Salas, E., & Driskell, J. E. (2018). Teams in extreme environments: Alterations in team development and teamwork. Human Resource Management Review, 28(4), 434–449. doi:10.1016/j.hrmr.2017.01.002
Frigotto, M. L., & Rossi, A. (2011). Diversity and communication in teams: Improving problem-solving or creating confusion? Group Decision and Negotiation, 21(6), 791–820. doi:10.1007/s10726-011-9250-x
Grossman, R., & Feitosa, J. (2018). Team trust over time: Modeling reciprocal and contextual influences in action teams. Human Resource Management Review, 28(4), 395–410. doi:10.1016/j.hrmr.2017.03.006
Kirkpatick, S. A., & Locke, E. A. (1991). Leadership: Do traits matter? Academy of Management Perspectives, 5(2), 48–60. doi:10.5465/ame.1991.4274679
Lambert, J. (2016). Cultural diversity as a mechanism for innovation: Workplace diversity and the absorptive capacity framework. Journal of Organizational Culture, Communications and Conflict, 20(1), 68–76.
McColl-Kennedy, J. R., & Anderson, R. D. (2002). Impact of leadership style and emotions on subordinate performance. The Leadership Quarterly, 13(5), 545–559. doi:10.1016/s1048-9843(02)00143-1
Stanley, D. (2003). What do we know about social cohesion: The research perspective of the federal government's social cohesion research network. Canadian Journal of Sociology / Cahiers canadiens de sociologie, 28(1). doi:10.2307/3341872
Sweeney, P. J., Thompson, V., & Blanton, H. (2009). Trust and influence in combat: An interdependence model. Journal of Applied Social Psychology, 39(1), 235–264. doi:10.1111/j.1559-1816.2008.00437.x
van Knippenberg, D., van Ginkel, W. P., & Homan, A. C. (2013). Diversity mindsets and the performance of diverse teams. Organizational Behavior and Human Decision Processes, 121(2), 183–193. doi:10.1016/j.obhdp.2013.03.003