For most of us, workplace engagement isn’t a solo sport—it’s a team one. The ADP (yes, the payroll people) Research Institute’s study across 19 countries found that most of us, regardless of company size, are immersed in team life. In companies of 150 or more employees, 82% of employees work on teams, and nearly 3/4ths juggle more than one team. Even if your employer has fewer than 20 people, 2/3rds of us are teaming up on one, two or even three teams. This matters: team membership doubles our odds of scoring high on Gallup’...
For most of us, workplace engagement isn’t a solo sport—it’s a team one. The ADP (yes, the payroll people) Research Institute’s study across 19 countries found that most of us, regardless of company size, are immersed in team life. In companies of 150 or more employees, 82% of employees work on teams, and nearly 3/4ths juggle more than one team. Even if your employer has fewer than 20 people, 2/3rds of us are teaming up on one, two or even three teams. This matters: team membership doubles our odds of scoring high on Gallup’s engagement metrics, with this research concluding that the sweet spot belonging is being on five distinct teams. It is not just the number of teams, but whether we trust the team leader that can make us 12 times more likely to be fully engaged.
Let’s go back to the holy grail of Google’s Project Aristotle, which took team-obsession to a new level. Google spent twp years studying 180 teams to crack the high-performing team code. They discovered that talent and resources aren’t the magic ingredients—they’re just the gravy. The meat and potatoes or tofu and rice for the team? Psychological safety—the freedom to speak up, take risks, and make mistakes without fear of public humiliation. It turns out, when people feel safe to contribute, they get bold, creative, and collaborative. Leaders create psychological safety with dependability, structure and clarity, meaning, and impact.
McKinsey’s research builds on this, showing that effective teams come in different “archetypes.” A cycling team is like a NASCAR pit crew—specialized, coordinated, but with independent metrics. Agile software teams are more like relay squads—high interdependence and shared outcomes, where dropped balls ripple through the race. Surgical teams? Think rowing crew—total synchronicity, clearly defined roles, and an unshakable sense of belonging.
To truly hum, teams need to tend to their “health drivers,” grouped into four areas. Configuration means having the right roles and perspectives. Alignment is clarity on purpose and shared commitment. Execution covers collaboration, communication, decision making, and feedback. Renewal—the often-overlooked one—ensures long-term sustainability through belonging, psychological safety, recognition, and trust.
Not every team needs to nail all of the team health drivers - of the 17 identified health drivers even top performing teams are only “very good” at about 11, which is like a C-! Four health drivers stand out as the performance heavyweights: trust, communication, innovative thinking, and decision making.
Much of this is what we know - what is surprising is that just getting some of the elements that create healthy and effective teams right is a game-changer in the workplace.
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