What makes a high performing team: the definitive guide

Building a high performing team isn’t about luck or finding a group of unicorns who happen to get along. It is a deliberate process of balancing natural work preferences, clear leadership, and a shared commitment to specific work activities that move the needle. When you understand the science behind how people think and act at work, you can transform a group of talented individuals into a cohesive powerhouse.

The hidden friction in modern teams

We have all been part of a team that looks great on paper but struggles to deliver. You have the right skills, the budget is there, and everyone seems nice enough – yet projects stall, and communication feels like a constant uphill battle. This usually happens because there is a misalignment between the work that needs to be done and the natural work personality of the people doing it.

At Compono, we have spent years researching the mechanics of team success. Our research into The Compono Culture, Engagement & Performance Model shows that high performance is the result of three intersecting factors: the right people, the right environment, and the right activities. If any of these are out of balance, the team’s output will suffer.

To fix this, we need to move beyond traditional job descriptions. We need to look at the eight key work activities that every high performing team must execute to succeed. When you identify where your team excels and where they have gaps, you can start building a culture of high performance that lasts.

The 8 work activities of high performing teams

Through our fusion of academic research and personality theory, we have identified eight essential work activities. Every successful project requires a mix of these behaviours. If your team is full of people who love starting new things but lacks anyone who enjoys finishing them, you will have a lot of half-baked ideas and very few results.

The first step in understanding what makes a high performing team is recognising these roles. The Pioneer is the one pushing boundaries and exploring new possibilities, whilst The Coordinator is the one making the plan and ensuring everyone meets their deadlines. Both are essential, but they operate in very different ways.

Consider the role of The Evaluator. This person brings objective analysis to the table, weighing up options and identifying risks before the team dives in. Without them, a team might move quickly but in the wrong direction. On the other hand, The Campaigner is needed to sell the dream and keep the team motivated when the work gets tough.

Understanding these dynamics is a core part of the Compono People Intelligence Platform. By using the work personality assessment, you can map your team’s natural preferences against these eight activities to see exactly where your strengths and blind spots lie.

Adapting leadership to the situation

Leadership isn't a one-size-fits-all endeavour. What makes a high performing team often comes down to the leader’s ability to flex their style based on the team’s needs and the urgency of the task. We categorise leadership into a continuum: Directive, Democratic, and Non-Directive.

Directive Leadership involves high control and clear instructions – essential in a crisis or when working with an inexperienced team. The Doer often thrives under this style because they appreciate clear, actionable tasks. However, a high performing team also needs moments of Democratic Leadership, where collaboration and shared decision-making take centre stage.

For highly skilled, autonomous teams, Non-Directive Leadership is often the most effective. This hands-off approach trusts the team to manage themselves. The Auditor, for example, often prefers this style as it allows them to focus on methodical, precise work without constant interference.

The best leaders recognise that their natural preference might not be what the team needs right now. An The Advisor might naturally lean towards a democratic style, but they must be willing to become directive when a deadline is looming and the team is losing focus.

Psychological safety and team harmony

You cannot have a high performing team without a foundation of trust and psychological safety. This doesn't mean everyone has to be best friends, but it does mean everyone feels safe to speak up, admit mistakes, and challenge ideas without fear of retribution. This is where The Helper plays a vital role.

Helpers are the glue that holds a team together. They are empathetic, perceptive of others' feelings, and focused on maintaining harmony. They ensure that quieter voices are heard and that the team’s emotional well-being is prioritised. When a team feels supported, engagement levels rise, which is a direct driver of performance.

When conflict does arise – and it will in any high performing team – it needs to be managed constructively. Leaders can use work personality insights to mediate. For example, if a Campaigner and an Auditor are clashing, it’s likely because one is focused on the big picture whilst the other is focused on the minute details. Recognising these as complementary strengths rather than character flaws is the key to resolution.

This level of insight is built into Compono Engage. By measuring and monitoring team sentiment and alignment, you can proactively address friction before it impacts your output.

Hiring for the missing piece

Sometimes, the reason a team isn't performing isn't due to a lack of effort, but a missing perspective. If your entire team consists of Pioneers and Campaigners, you will have plenty of inspiration but very little execution. To reach high performance, you might need to hire a Coordinator to bring some order to the chaos.

This is where recruitment becomes strategic. Instead of just hiring for technical skills, you should hire for the specific work activity that your team is currently lacking. If your team struggles with accuracy and compliance, you need to look for someone with the traits of an Auditor.

Compono Hire allows you to do exactly this. You can select the specific work personality you need for a role, and the platform will automatically rank candidates based on how well they fit that profile. This ensures that every new hire isn't just a 'culture fit', but a 'performance fit' who adds a new dimension to your team’s capabilities.

Key takeaways for building high performance

• Balance the 8 activities: Ensure your team has a mix of Evaluating, Coordinating, Campaigning, Pioneering, Advising, Helping, and Doing.
• Flex your leadership: Switch between Directive, Democratic, and Non-Directive styles based on the task and the team’s experience.
• Prioritise work personality: Understand that people have natural preferences for certain types of work and will be more engaged when their role aligns with those preferences.
• Manage conflict with insight: Use personality data to understand why people see things differently and turn friction into a creative force.
• Hire strategically: Use tools like Compono to identify gaps in your team and find the exact personality type needed to fill them.

Where to from here?

• Explore: Compono Platform
• Talk to an expert: Book in a 15-minute chat to get a walkthrough of Compono.

Frequently asked questions

What is the most important factor in a high performing team?

While many factors contribute, the balance of work activities is crucial. A team must be able to ideate, plan, execute, and evaluate. If any of these links in the chain are missing, performance will eventually plateau or decline.

How do I identify the gaps in my current team?

You can use the Compono work personality assessment to map your team members. This visualises where your team is 'clustered' and where you have 'white space' – the activities that nobody naturally enjoys doing.

Can a team be too similar?

Yes. 'Homophily' – the tendency to hire people just like ourselves – often leads to blind spots. A team of identical thinkers might feel harmonious, but they will likely struggle to innovate or catch errors that a diverse team would spot easily.

How does leadership style affect team performance?

Leadership acts as a catalyst. A directive style can kickstart a stalled project, whilst a democratic style can unlock innovation. High performing teams have leaders who can sense which approach is needed and adapt accordingly.

Is personality more important than skills?

Technical skills are the 'ticket to play', but work personality determines how those skills are applied. A highly skilled engineer who hates coordinating will still struggle in a project management role. Success comes from aligning skills with natural work preferences.