Communications of the ACM

practice

IN MY CAREER leading teams, I have worked with large organizations (more than 1,000 people) and super-small teams (a startup with just two people). I have seen that the best teams have one thing in common: a strong team culture.

We all know what it is like to be a part of a great team—when you enjoy coming together and the energy is electric. There is something special that happens when the team becomes greater than the sum of the individuals.

I was really inspired by this topic recently when I read Daniel Coyle’s book The Culture Code. 1 The author shares a lot of research (and I do love data) about what makes a great team. He boils it down to a few key elements:

• Build safety. Create an environment where people feel safe and secure.

• Share vulnerability. When people are willing to take risks, it can drive cooperation and build trust.

• Establish purpose. The team should align around common goals and values, with a clear path forward.

The book is filled with many examples and ideas, but in my experience, I have seen that what works for one team will not work for another. That is one of the reasons leadership is complex and difficult.

You are always working with different variables—different teams, different companies, different goals. And yet team culture is one part of the job that great leaders never ignore. So, how do the best leaders create team culture wherever they go?

See the Role You Play
in Team Culture

As a leader, it is your responsibility to
set the culture for the team. I am sure
you have heard the phrase “lead by ex-
ample,” and that is because when peo-
ple aren’t sure what is acceptable, they
look to their leaders for guidance.
You have surely been in the situa-
tion where you have seen your man-
ager staying late at the office, and as
a result, you might have stayed just a
little longer. On the other hand, if you
frequently saw your boss taking two-
hour lunches, you might not be in such
a hurry to get back to the office when
your friend stops by to go to lunch.

Every day, people are looking for signals in their environment about what is the norm. As a leader, it is part of your job to set the example for those around you.

You want to create a culture where people are engaged, cooperative, and excited. To do this, you need to be deliberate in your actions. For example, if you want to create a culture of psychological safety, where people can speak up and take risks, it is important that you do not accept or participate in negativity. Research has shown that one bad apple or toxic employee can bring