Efficiency has a way of becoming self-consuming. New systems arrive, communication speeds up, administrative tasks shrink and what initially feels like breathing room is quickly absorbed into expectation of increased output. The work expands to fill the newly available space, particularly in professional environments already conditioned to reward responsiveness, availability and output.

I sometimes think organisations misunderstand what people mean when they talk about burnout. Exhaustion is rarely just about working hard. Most high-performing people can tolerate significant pressure when they feel supported, trusted and connected to the people around them. What becomes corrosive is the combination of pressure and isolation, particularly in workplaces where communication grows increasingly transactional and genuine conversation slowly disappears.

Artificial intelligence appears likely to accelerate some of those existing dynamics. Much of the current organisational discussion around AI centres on speed, efficiency and productivity gains, which is understandable enough. But most workplaces already operate in a state of near-constant responsiveness. Messages arrive instantly on multiple channels, meetings overlap and lets not talk about how long ago we abandoned the pipedream of ‘inbox zero’. All of this creates the feeling of perpetual communication without much meaningful conversation taking place at all.

Over time, workplaces can begin to treat relationships as secondary to performance, rather than recognising that they are one of the conditions that make sustained performance possible in the first place.

This becomes particularly visible during periods of uncertainty or change. Teams with strong professional relationships tend to navigate pressure differently. Feedback is given early and directly, with the intent of improving each other and the team. Workload concerns are raised before frustration turns into resentment. People have enough trust in each to disagree openly without it becoming personal.

Where that trust is weaker, the deterioration can be subtle at first. Conversations become more cautious and less honest. Feedback grows diluted or delayed. Leaders receive less accurate information from the people around them, while frustration finds indirect outlets through side conversations, avoidance or quiet disengagement. From the outside, many of these teams continue to appear productive for quite some time, although the work itself often becomes heavier, slower and far more emotionally draining for the people involved.

At Leading Teams, we spend a great deal of time working with organisations on strong professional relationships and genuine conversations, concepts that are occasionally dismissed as soft or intangible until a team encounters sustained pressure without them. The operational consequences of poor communication, low trust and unresolved tension show up in decision-making, accountability, retention, collaboration and ultimately performance itself.

Technology will continue to reshape the mechanics of work and some of those changes will undoubtedly improve the way organisations operate. But the conditions that allow people to perform well together over long periods of time remain remarkably unchanged. Namely, trust, clear communication and the ability to challenge behaviour directly, navigate conflict constructively and maintain relationships during periods of pressure and uncertainty.

Those qualities have never been especially technological. They are cultural.

The post AI, Burnout and the Things Technology Cannot Fix appeared first on Leading Teams.

When performance drops, the instinct from some leaders / business owners is to look at strategy, structure, or blame external factors. But more often than not, the root cause sits elsewhere.

We use the Leading Teams Cylinder Model to help leaders and their teams better understand the link between culture and leadership and everything that’s happening in the team / organisation – the good, the bad & the ugly.

In our experience, systems don’t fail at the top of the Cylinder Model – failure begins at the foundation.

At the base is CULTURE – the behaviours that are accepted, the standards that are reinforced, and the conversations people are willing (or unwilling) to have.

When culture is clear, consistent and actively upheld, it creates alignment. People understand what’s expected, are rewarded for buying in and just as importantly, are clear about the behaviours that are not part of the culture

But when cultural standards become unclear or inconsistent – when behaviours go unchallenged, there’s a lack of accountability or when people are unwilling and or unable to meet expectations – the risk is culture becomes compromised, threatened – as people are emboldened to pick & choose therefore culture becomes negotiable and harder to claw back.

And when that happens, the spotlight shifts to the next layer: LEADERSHIP.

Leaders and key centres of influence. What they say and do sets the tone for the system. When leaders are aligned, consistent, and prepared to role model and reinforce standards – especially when it’s uncomfortable – it builds trust and clarity, people will follow.

When they’re not, the impact is felt quickly, and you might see inconsistent decision-making, avoidance of difficult conversations and/or a gap between stated values, what we espouse and day-to-day behaviours, again people will follow.

From there, the system follows a familiar pattern as culture and leadership impacts;

RECRUITMENT becomes less about clear standards, the right fit, adding real value and more about short-term needs or fit in the moment.

INDUCTION reinforces “how things really work,” which may not align with what’s been communicated or was expected by new team members as they get their cues from leaders as to ‘how do I really need to behave to fit in?’, what really gets rewarded? what can I get away with?

PERFORMANCE  becomes harder to sustain – not always immediately, but gradually, and then all at once. How an individual, team, department, organisation, industry, country performs is an outcome of culture, quality of leadership, the types of people recruited and how they are inducted both formally and informally.

EXIT is a reflection of culture – what shape are people in when they leave the team? Are they better off for being part of the system? Is the team better off for having them in the team? What’s the leader’s legacy? What are they leaving behind?

We all experience the journey through the Cylinder Model whether inside the teams, organisations, industries we work in, or the State or Country we live in.

The challenge for leaders and team members isn’t recognising the pattern – it’s having the discipline and the courage to address it early.

Because improving performance rarely starts with more strategy or tighter controls. It starts with resetting the foundations:

• Being clear on the behaviours and standards expected
• Holding each other to those standards consistently
• Ensuring leadership is aligned in both message and action

When culture and leadership is strong and aligned, performance tends to follow – the people and teams’ benefit, great outcomes can be achieved.

When they’re not, the system will reflect that and is of risk of breaking down, making things worse for people and the environment we work & live in.

Strong systems don’t happen by chance. They’re built and protected through the behaviours leaders choose to accept and the standards they’re prepared to uphold.

Whether it’s your favourite sporting team, where you’re currently working, where you might like to work, the school you attend, your local sporting club or community, at home or as a Country, culture and leadership is a critical factor in performance – is it helping or hindering? What are you doing about it?

The post When Culture is Compromised, Performance Follows appeared first on Leading Teams.

Trevor’s appointment is the result of a rigorous national recruitment process. Following the highly competitive search and comprehensive interview program, Trevor emerged as the standout candidate to lead the organisation into its next phase of evolution.

Bringing extensive experience across sport, media and commercial leadership, Trevor has built a strong track record of leading high-performing teams, driving sustainable growth and navigating complex organisational environments.

Crook brings more than 25 years’ experience across media, sales and sport to his role as CEO. He spent eight years at Southern Cross Austereo (SCA), most recently as General Manager Melbourne and previously served as National Head of Sport Sales and Head of Client Services & Partnerships.

He has also held roles spanning media, partnerships and commercial strategy, including Head of Investment at Mindshare, Commercial Team Manager at the City of Melbourne and Group Business Manager at Nine Network Australia.

Throughout the recruitment process, Trevor demonstrated a strong alignment with the Leading Teams philosophy, paired with the strategic perspective required to shape the organisation’s future.

“Leading Teams has built an outstanding reputation for helping leaders and teams strengthen culture and performance, and I have seen first-hand the impact of its work,” said Trevor Crook. “I look forward to working alongside the team, our facilitators and clients to build on that strong foundation and help shape the next phase of the organisation’s growth.”

Leading Teams Chair Daniel Healy said Trevor’s strategic profile and commitment to the organisation’s values made him the ideal choice to step into this leadership position.

“Trevor brings the strategic capability, commercial acumen and leadership presence required to build on our strong foundations and guide Leading Teams into its next chapter,” said Healy. “What stood out throughout the process was not only Trevor’s breadth of experience, but his genuine connection to our purpose and his understanding of the impact our work has with clients across the country.”

The appointment comes as Leading Teams continues to expand its footprint across the corporate, industrial, and sporting landscapes. The organisation’s high-performance programs are currently utilised by a wide number of respected clients including Belle Property, the Brisbane Lions (AFL), Jurlique, Parramatta Eels (NRL), Petstock, Ray White Real Estate, and SCA.

This appointment marks an exciting step forward for Leading Teams as the organisation continues to expand its national impact and support leaders and teams to build stronger cultures and achieve extraordinary performance.

For further information, please contact: 

Hayley Sofarnos
Operations Manager
+61 414 011 109
ha*************@**************et.au

The post Trevor Crook appointed as Leading Teams CEO appeared first on Leading Teams.

Recently, I had the opportunity to undertake a peer review with my colleagues at Leading Teams – my second time through the process. It remains one of the most transformational leadership experiences I’ve had. But this time felt different. Our team has grown, and with that growth, I’ve had fewer natural moments of direct, honest feedback. If I’m being candid, I also knew I hadn’t been operating at my best. So, when I was nominated for the review, I approached it with a fair degree of apprehension.

Like many leaders, my internal dialogue was already running ahead of me: There are plenty of things I’m not doing well – how many of those are impacting the team? What unfolded was both grounding and unexpected.

Yes, there were a couple of areas where I could tweak and adjust – valuable insights that will make me better – but what stood out far more was the volume and clarity of what I was already doing well. My teammates reflected back behaviours and habits I had either taken for granted or assumed were standard – they weren’t, they mattered.

I heard that the way I show up has a real impact – that it helps bring our “Extra Yard” mindset to life, and that being myself gives others permission to do the same. In short, the things I wasn’t consciously focusing on were often the things creating the most value.

That feedback didn’t just feel good – it rebalanced my perspective.

As leaders, it’s easy to fall into a constant improvement mindset, where the focus is always on gaps, shortcomings, and what needs to change. While that has its place, it can also skew our self-perception and drain energy. What this experience reminded me is that knowing and leaning into your strengths is just as critical as addressing your weaknesses.

When we understand what we do well, we can do it more deliberately. And when we do that, we create consistency – for ourselves and for those around us.

This is where the power of rewarding others comes in.

When we take the time to genuinely recognise teammates for what they’re already doing well, we do more than boost morale. We reinforce the behaviours that make teams effective. We help individuals understand their unique contribution. And importantly, we shift the environment from one that is purely corrective to one that is balanced, constructive, and energising.

There’s a concept often referred to as appreciative inquiry—the practice of intentionally looking for the best in people and amplifying it. When you lead from this mindset, something shifts. People feel seen. They feel valued. And they’re more likely to lean into the behaviours that benefit the team.

It doesn’t mean we ignore areas for improvement. It means we anchor growth in a foundation of strengths.

My takeaway from this experience is simple: don’t underestimate the impact of calling out what’s working. As teammates and leaders, we have a responsibility not just to challenge each other, but to champion each other.

Because when people are reminded of their value, they don’t just feel better—they show up better.

The post Why Rewarding What’s Working Builds Better Teammates appeared first on Leading Teams.

The post Want Higher Performance? Start With Stronger Relationships. appeared first on Leading Teams.

This player was a very reliable but under-rated, first-one-picked type of player. I had coached him at a previous club, and I noticed a shift in his demeanour. To say he was cynical about some of the club’s recent recruitment decisions was an understatement. He was genuinely confused, and I could tell it had affected his commitment. 

He was referring to the observation that management had recruited players, paying large sums of money, that were either well past their use-by date or they did not have the skills or willingness to lead a positive shift in team performance. They were recruited purely on individual talent, and the result was that nothing changed from a team performance perspective. The comment that emerged was, ‘They helped us win a game here and there, but they didn’t make our team better’. 

At Leading Teams, we facilitate programs that allow teams and leaders to understand that we have to consider both competence and character when looking to recruit new staff. The character part has two components: they are good as their word, and they put the team before self (when required).  

The other clear standout for me was that the commitment and performance of some of the inherently solid performers waned due to what management rewarded with their recruitment decisions. That negativity spread throughout the group quickly. 

Furthermore, teams and organisations that are clear on the culture and behaviours that they aspire to or want are looking to bring in people who not only fit their culture but add value to it. Knowledge, skills and experience are important, but the cultural element is critical. 

The post ‘Who’s won the Lotto this year?’  appeared first on Leading Teams.

What happens when opposing ideas occur can either be leveraged positively, or not.

Trust and its presence in a relationship is an important determinant of conflict. High performing school leaders (at all levels) are those who can engage in conversations that encourage conflicting views.

“They understand the difference between inter-personal conflict and conflicting views on contentious topics. They lead teams where debate is welcome, with the objective to arrive at the best and most truthful course of action,” says Brendan Maher, education expert and Leading Teams Facilitator.

“The opposite is also true. Underperforming teams often live in what I describe as being, ‘Busy, Happy, Good’. Everyone is really ‘busy’, people seem ‘happy enough’ and therefore life at school is ‘good.’ Challenging topics are avoided because we might upset someone and consequently, nothing changes. Inertia becomes the norm, as does the acceptance of mediocrity.

“We often reference Patrick Lencioni’s work on this topic. Lencioni encourages us to move along his ‘Conflict Continuum’ to what he describes as the ‘Ideal Conflict Point’, where robust, genuine conversations can and do take place. We acknowledge, just as he does, that humans can at times move beyond the ideal conflict point. However, if strong professional relationships exist, this can be addressed and corrected.”

Lencioni also notes that some teams will stray to the opposite end of the continuum towards ‘Mean Spirited Attacks’. This is the murky territory where inappropriate, counter-productive and possibly even illegal conflict takes place.

If contentious issues slip into the realm of hostility, anger and frustration, it is time to reflect on the extent to which strong professional relationships have been built and whether a set of agreed behaviours has been adhered to.

“The absence of trust and respect in relationships will block open dialogue, the development of clear understandings and commitment within a team,” says Maher.

These kinds of strategies can be ported to the students and applied to enhance the school environment and discipline.

A school-wide culture guided by a common purpose, a belief in strong professional relationships, adherence to a set of agreed behaviours and a willingness to engage in genuine conversations can be normalised.

“I was fortunate to be appointed as the founding principal of a new school in the city of Ballarat in 2007. It was the first new primary school of any denomination in the City of Ballarat for close to twenty years. This appointment was a career highlight for me, and an almighty challenge!

“As I began working with my team, we adopted a mantra from a wonderful Scottish academic from the University of Glasgow, James Conroy, who I’d had the good fortune to meet. We set out with the common purpose to ensure that every child who entered our school grew to realise that ‘they were the author of their own future.’”

Five-year-olds, staff, parents, friends and grandparents alike came to appreciate that by living the mantra of ‘We are The Authors of Our Own Future’ and using it as the overarching lens that informed all decisions ensured a great depth of buy-in to what became a unique culture.

“Whenever we explored anything as staff members, as a classroom or community group, we began by considering how our decisions would support and challenge us to help all stakeholders author a better future,” says Maher.

A culture of constructive conflict starts with senior leadership but must filter through the entire school community if constructive conflict is to be normalised.

Creating a genuinely held common purpose, a set of agreed behaviours and a culture where honest conversations, including conflicting viewpoints are welcome, can only happen on the back of strong professional relationships – and these take considerable time and effort to nurture, and sometimes even create from scratch.

Whether a school is school stuck in artificial harmony can be identified by looking at the data. Data can indicate when significant numbers of staff, parents or students are ‘sitting on the fence’ on contentious issues such as the manner in which we manage disagreement in this school, levels of engagement, voice to leadership, clarity and openness in communication, etc.

‘Neither here nor there’ responses can demonstrate ambivalence and compliance. In these circumstances, the mutual trust and respect that underpins open dialogue, clearer shared understandings and total commitment are missing.

Every school will have a set of values that are said to underpin all that they do in the school. But if you were to ask a selection of staff, students and/or parents at the school what these are, many wouldn’t have a clue. They might respond, “I read them when I first joined the school but now, I’m just too busy to consider them.”

“I encourage school leadership teams, staff teams and school communities to ask themselves some fundamental questions. If ‘Respect’, ‘Compassion’, ‘Boldness’, or ‘Honesty’ is a value at our school, what does it look like, sound like and feel like on a day-to-day, week-to-week basis?

“Be brave enough to ask, ‘Does our rhetoric match our reality when it comes to living our values?’ and ‘When we are under pressure, what do our values look like, sound like and feel like?’

“Underpinning preparedness to address conflicting viewpoints is a desire to genuinely listen to the perspectives of others, even those voices which at times can irritate us. It’s important to question one another, consult and collaborate with the intention of making decisions that help one’s entire community author a rich, healthy, peaceful and rewarding future for the benefit of all, and not just the most vocal.”

Originally published on EducationToday.com.au

The post The Value of a Robust Exchange appeared first on Leading Teams.

This isn’t a “Top 25” or “Must-Do” list – it’s a set of considered suggestions for the holiday break. Things you might enjoy dipping into over a walk, a drive, or a quiet morning.

If you only choose one or two, that’s exactly the point.

The Foundation (Non-Negotiable) 

If you only read two books from this list, start here.

1. Any Given Team – Ray McLean 

Recommended by: Leading Teams

Why it matters:
Any Given Team shows how clarity, connection and disciplined behaviours turn groups into aligned teams capable of sustained high performance.

Leadership takeaway:
Leaders must define purpose, set behavioural standards, and consistently model them to create trust, ownership, and accountability.

2. Team Work – Ray McLean 

Recommended by: Leading Teams

Why it matters:
Teamwork reveals how trust, alignment and shared purpose transform talented individuals into cohesive, resilient teams that consistently outperform expectations.

Leadership takeaway:
Great leaders shape environments where roles are clear, trust is built daily, and collective success matters more than individual ego.

Leading Teams & Performance

3. Nine Lies About Work – Marcus Buckingham & Ashley Goodall 

Recommended by: Matthew Vandermeer 

Why it matters: 
Challenges many accepted “best practices” of management and reminds us that work is experienced locally — through teams and leaders. 

Leadership takeaway: 
Shift your focus from process and slogans to the daily experience your leadership creates.

4. Turn the Ship Around! – L. David Marquet 

Recommended by: Brett Humphrys 

Why it matters: 
A powerful case study in distributing control and building ownership at every level. 

Leadership takeaway: 
Great leaders don’t provide better answers — they create the conditions for better thinking.

5. The Real Madrid Way – Steven G. Mandis 

Recommended by: Dean Anderson

Why it matters: 
A values-driven high-performance story from elite sport, balancing superstar talent with non-negotiable culture. 

Leadership takeaway: 
Culture is a competitive advantage — but only if leaders protect it.

6. Herding Cats – Geoff Garrett & Graeme Davies 

Recommended by: Jenny Devine 

Why it matters: 
Explores the challenge of leading highly independent, expert professionals. 

Leadership takeaway: 
You can’t push empowered people — you have to tempt them.

7. Leaders Eat Last – Simon Sinek 

Recommended by: Catherine Ayad 

Why it matters: 
Focuses on trust, safety, and belonging as foundations for performance. 

Leadership takeaway: 
Leadership is less about authority and more about relationships. 

Thinking, Decisions & Judgement

8. Clear Thinking – Shane Parrish 

Recommended by: Matthew Vandermeer 

Why it matters: 
Practical tools for improving decision-making under pressure. 

Leadership takeaway: 
Good judgment comes from discipline, not speed.

9. The Tipping Point – Malcolm Gladwell

Recommended by: Steve Lacy 

Why it matters: 
Shows how small actions, in the right context, can create disproportionate impact. 

Leadership takeaway: 
Change doesn’t require everyone — it requires the right conditions. 

10. The Seven-Day Weekend – Ricardo Semler 

Recommended by: Carlos Del Cueto 

Why it matters: 
A radical rethink of hierarchy, empowerment, and trust at work. 

Leadership takeaway: 
If you’re clear about what you need and reward it consistently, performance follows. 

11. Leadership: Classical, Contemporary & Critical Approaches – Keith Grint (ed.) 

Recommended by: Jenny Devine 

Why it matters: 
A broad look at leadership thinking across history and disciplines. 

Leadership takeaway: 
Understanding leadership theory helps leaders cut through modern noise and develop their own authentic stance. 

Humanity, Meaning & Relationships

12. The Power of Choice – Neale Daniher 

Recommended by: Travis Hilton 

Why it matters: 
A deeply human reflection on adversity, values, and resilience. 

Leadership takeaway: 
Leadership is a behaviour, not a role — and it’s exercised through everyday choices.

13. Tuesdays with Morrie – Mitch Albom 

Recommended by: Daniel Healy 

Why it matters: 
A simple, powerful reminder of purpose and meaning. 

Leadership takeaway: 
Leading self is foundational to leading others. 

14. John & Paul: A Love Story in Songs 

Recommended by: Jake Bridges 

Why it matters: 
A study in partnership, creative tension, trust, and breakdown. 

Leadership takeaway: 
Even extraordinary teams unravel without honest conversations. 

15. The Captain Class by Sam Walker   

Recommended by: Justin Peckett 

Why it matters:
The book focuses on one simple, powerful idea about leadership that applies across teams, industries, and contexts beyond sport. 

Leadership takeaway:
It reinforces that leader character inspires trust, commitment, and belief in a shared purpose, motivating teams beyond individual talent or authority. 

16. Legacy by James Kerr 

Recommended by: David Arnfield  

Why it matters:
Explores the culture and principles behind the sustained success of New Zealand’s national rugby team, the All Blacks. 

Leadership Takeaway:
Great leadership is less about power or titles and more about building a strong, values-driven culture that empowers others and leaves a positive, lasting impact.  

The Disruptor (Read This Last) 

17. W*nkernomics: A Deep-Dive Into Workplace Bullshittery 

Recommended by: Jesse McLean 

Why it matters: 
A sharp, satirical mirror held up to modern workplace language – and what it really signals. 

Leadership takeaway: 
Culture is the language you tolerate. 
If clarity feels risky and vagueness feels safe, leaders need to look at what they’re rewarding.

Podcasts for the Break 

Good listening for walks, drives, and quiet moments. 
No need to subscribe to everything — pick one and let it land. 

18. Cautionary Tales – Tim Harford 

Recommended by: Matthew Vandermeer 

Why it matters: 
True stories about decisions that went wrong — often for very human reasons. 

Leadership takeaway: 
Most failure isn’t incompetence; it’s blind spots and pressure. 
Key listens: The Torrey Canyon | The Tenerife Air Disaster

19. Leading Conversations – Leading Teams 

Recommended by: Leading Teams 

Why it matters: 
These long-form conversations reveal the real, human work of cultural change, offering honest insight into transformation beyond frameworks and theory. 

Leadership takeaway: 
Leaders learn that meaningful change happens through trust, curiosity and genuine conversations, not quick fixes or surface-level solutions. 

20. WorkLife – Adam Grant 

Recommended by: Matthew Vandermeer 

Why it matters: 
Explores motivation, collaboration, feedback, and meaning at work. 

Leadership takeaway: 
Culture is built in everyday moments, not grand statements. 

21. Against the Rules – Michael Lewis 

Recommended by: Matthew Vandermeer 

Why it matters: 
Stories about referees, coaches, and systems — and what happens when fairness breaks down. 

Leadership takeaway: 
Every system rewards something. Leaders need to know what that is. 

22. The Imperfects – Hugh van Cuylenburg, Ryan Shelton & Josh van Cuylenburg 

Recommended by: Travis Hilton 

Why it matters: 
The Imperfects normalises vulnerability, reminding leaders that honesty, self-awareness and imperfection build deeper connection, trust, and psychological safety. 

Leadership takeaway: 
Strong leaders embrace imperfection, lead with humanity, and create spaces where people feel safe to speak, struggle, and grow. 

23. Founders – David Senra 

Recommended by: Matthew Vandermeer 

Why it matters: 
Deep dives into biographies of high performers, one at a time. 

Leadership takeaway: 
Patterns matter more than highlights. Long-term thinking beats hype. 

24. How’s Work? – Esther Perel 

Recommended by: Brett Humphrys 

Why it matters: 
Explores the emotional and relational dynamics that shape work. 

Leadership takeaway: 
Leaders who can hold tension and listen deeply build trust and safety. 

25. The Invincible Podcast – Owen Eastwood 

Recommended by: Brendan Maher 

Why it matters: 
A powerful narrative on belonging, identity, and culture, using the 1924 All Blacks tour as a case study. 

Leadership takeaway: 
Belonging is not soft — it’s foundational to performance. 

That’s all folks – have a wonderful break from Leading Teams!

The post 25 Leadership Books & Podcasts for High-Performing Teams in 2026  appeared first on Leading Teams.

Dopamine: The Fuel of the Pursuit

Has anyone in your team ever come across like they are motivated from within? Like their intrinsic motivation has been cultivated from a secret recipe? Have you ever felt more compelled to continue one thing rather than an other? Have you ever really interrogated why?

About 25 years ago when Leading Teams was founded, I had commenced my Bachelor of Education (Physical Education) degree.  During these early lectures and tutorials we learnt about energy what it takes to endure even the toughest challenges….. I’ve always been fascinated by stories of resilience and overcoming challenges and have gravitated towards those stories in my pursuit to understand the links between resilience and purpose. I remember years ago our co- founder Ray McLean in one of our early training sessions saying a quote that has stuck with me….. “Those with the most invested will be the last to surrender”. So here’s my short take on why purpose is pivotal in high performance teams.

The Cultural Trap: Confusing Purpose With Outcomes

A flaw I see in many team cultures is that their “purpose” is actually just a strategic outcome dressed up as purpose.

•               “Become number one in the world.”

•               “Win the premiership.”

•               “Achieve X market share.”

These outcomes are important. They give direction. But when a team ties its purpose solely to an outcome, they create a cliff.  Once the outcome is achieved, motivation often falls away—because the dopamine system has nothing left to chase. Our dopamine system is anticipatory.  We actually receive the biggest dopamine bursts in the pursuit of a goal, not when we achieve it. And those bursts are even stronger when the outcome is uncertain, not guaranteed.

This is why teams and individuals can feel strangely flat immediately after a major event or performance.  The win, the title, the ranking—once it’s in the bag—dopamine drops, and so can motivation

Why High-Performing Teams Need a Common Purpose

Sustainable success requires something bigger than rankings, titles or metrics.

A true purpose speaks to identity, connection and contribution—it gives meaning beyond the scoreboard.

When a team has a common purpose:

•               motivation is steadier and less volatile

•               individuals feel emotionally invested

•               performance becomes repeatable, not accidental

•               success becomes something they express, not something they chase

What I See After 10 Years Facilitating with Leading Teams

The teams that sustain success aren’t the ones with the best resources or the most talent. Sure resources and talent get you in the arena.  But staying there that’s another whole new ballgame. (If you want further reading on this I love “The Gold Mine Effect by Rasmus Ankersen or “Belonging by Owen Eastwood )  The teams that survive and thrive over a sustained period really:

•               Know why they exist beyond winning

•               Reward, Model and challenge the behaviours they agree to (agreed behavioural framework in action)

•               Hold each other accountable with relationships build on mutual trust respect

•               Stay connected to something meaningful, even when results fluctuate

When purpose is clear and lived daily, the dopamine system has a constant source of energy. Teams stay hungry—not desperate—and performance becomes a natural extension of who they are, not just what they do.

To test whether you teams purpose is really (fit for purpose) ask everyone in your team to answer this question. Why does the team exist?

The post Why Sustained Success Requires a Different Kind of Energy appeared first on Leading Teams.

That is purpose.
It creates direction.
It aligns action.
It tells people why their work matters.

Purpose connects personal meaning to the team mission.
Buckingham and Goodall call this the link between the best of me and the best of we.
High performing teams need both.
People need to know how their work matters.
Teams need to know why they exist.
Purpose holds those two truths together.

Purpose is talked about often these days. It is almost assumed that we should start with why.
From our point of view, purpose is why a team exists. It anchors behaviour. It guides decisions.
If actions cannot be linked back to purpose, you are off track.

Below is a curated set of insights and examples that reinforce the importance we place on purpose and help clarify what purpose actually is.

What Purpose Does

Creates direction and belief

Leaders build belief when they connect personal meaning to a higher purpose. Kerr in Legacy makes this clear.
Woodward in How to Win is direct. Teams cannot sustain high performance without shared direction.

Frankl reinforces this. Success and happiness arrive as by products of being dedicated to a worthwhile cause.
Rosten described purpose as making a difference and mattering to others.

Aligns actions and decisions

A clear mission creates common purpose and sets priorities. This is shown in Lessons From the Hanoi Hilton.
If mission and values are not shaping daily decisions, they are just words on a page. Olson is blunt on this point.
Mandis in The Real Madrid Way describes values as a behavioural compass. They guide decisions under pressure.

Maximises performance

Mandis also shows how purpose, values and culture maximise performance in talent dependent environments.
Buckingham and Goodall in Nine Lies About Work reinforce that people perform best when they believe in the mission and have clarity.

Self determination theory shows that competence, autonomy and relatedness drive sustained motivation.
Pink calls this the third drive, the engine behind high performance.

Creates alignment through shared meaning

Alignment emerges from shared meaning, not from force. Buckingham and Goodall make this point repeatedly.
Blanchard shows that clarity of purpose, goals, roles and expectations has the strongest impact on performance.

There is a difference between meaning at work, which relates to mission and environment, and meaning in work, which relates to daily tasks. Strong teams connect both.

Grounds identity and behaviour

Purpose shapes identity. It shapes behaviour.
Woodward points to teamship and the need for agreed, observable behaviours that express purpose.
Coyle in The Culture Code shows how stories reinforce purpose.
Jiwa and Carr highlight how narrative keeps ambition and direction on track.

Centres the why rather than the scoreboard

Mandis draws a clear line between goals and missions with values.
Buckingham and Goodall argue that most organisations suffer from a deficit of meaning, not a deficit of goals.
James Clear shows that purpose sits behind the systems and habits that sustain performance long after a target is achieved.

What Purpose Is Not

Not slogans or decoration

If purpose is not shaping behaviour and decisions, it is cosmetic. Olson is clear on this.

Not just culture talk

Culture is how things are done.
Purpose is why we choose to do them that way.
Purpose lives at the team level, not in corporate statements.

How Purpose Shows Up in High Performing Teams

Real Madrid

Mandis shows that Real Madrid start with values and community identity.
Purpose and values act as an organisational playbook.
They guide decisions even when there is pressure to compromise.

Hanoi Hilton POWs

Fretwell and co authors show how shared mission kept people unified under extreme adversity.
Purpose defined priorities and behaviours when everything else was stripped away.

How Leaders Activate Purpose

Make it personal and shared

Leaders help people connect the best of me to the best of we.
When individuals understand how their strengths support the team purpose, belief and alignment rise quickly.
Buckingham and Goodall speak directly to this.
Lancaster uses the NASA story to show how people need to see how their role supports the mission.

Translate purpose into behaviours

Woodward emphasises clear behavioural standards.
Connolly and Rianoshek offer a simple rhythm. Align. Act. Adjust. Keep purpose alive in the conversation.

Use purpose to prioritise

Burgis in Wanting shows how purpose helps leaders navigate competing values.

Why It Matters

Purpose fuels meaning, motivation, resilience and belonging.
Bodanis highlights how fairness and purpose support performance under pressure.
Storr shows that humans seek significance.
Iggulden and Wyndham remind us that time without purpose feels heavy.

There is a line that captures it well. The opposite of addiction is not sobriety. It is purpose.

Without purpose, teams drift. They become work groups rather than teams. Performance becomes inconsistent.

Purpose is the shared why that directs choices, aligns behaviour and sustains performance. It becomes real through story, standards and daily decisions.

References and Further Reading

• Bodanis, D. The Art of Fairness. Abacus, 2020.
• Blanchard, K. Leading at a Higher Level. FT Press, 2006.
• Bregman, R. Moral Ambition. (Rosten quote).
• Buckingham, M., & Goodall, A. Nine Lies About Work. HarperBusiness, 2019.
• Burgis, L. Wanting. St. Martin’s Press, 2021.
• Carr, J. Before & Laughter. Quercus, 2021.
• Clear, J. Atomic Habits. Avery, 2018.
• Connolly, M., & Rianoshek, R. The Communication Catalyst. Berrett Koehler, 2005.
• Coyle, D. The Culture Code. Bantam, 2018.
• Deci, E. & Ryan, R. Self Determination Theory.
• Frankl, V. Man’s Search for Meaning. Beacon Press, 1946.
• Fretwell, P. et al. Lessons From the Hanoi Hilton. Naval Institute Press, 2013.
• Iggulden, C. The Gates of Athens. Michael Joseph, 2020.
• Jiwa, B. What Great Storytellers Know. Story of Telling Press, 2014.
• Kerr, J. Legacy. Constable, 2013.
• Lancaster, S. Connect! Vermilion, 2015.
• Mandis, S. The Real Madrid Way. BenBella Books, 2016.
• Olson, A. “Why Rewriting Mission, Vision and Values Is a Distraction.” Inc., 2023.
• Pink, D. Drive. Riverhead Books, 2009.
• Storr, W. The Status Game. William Collins, 2021.
• Woodward, C. How to Win. Hodder & Stoughton, 2012.
• Wyndham, J. The Day of the Triffids. Michael Joseph, 1951.

The post What Purpose Actually Is appeared first on Leading Teams.