#48 What Makes the Best Teams? Understanding the Power of Cohesion.

What is the best team that you've ever been on? And really, like, what, what made it the best? Was it the performance that you achieved together, the meaningfulness of the work or the, the people that you shared it with? Maybe it was all of those things woven together into a rare, like, energizing experience, like the kind of team that you, you still think about years later. So what, what actually makes the best teams, though? When you look at some of the most iconic teams in recent history, what do they all share that elevates them above the rest? I don't know about you, but I think about teams like the Chicago Bulls of the late 90s, NASA's Apollo 11 mission team, the 2019 U.S. women's National Soccer team, Pixar's brain trust, New England Patriots of the early 2000s. Obviously there's like elite military units like the Seals, Special Forces, Rangers, that kind of everybody popularizes. We just finished the Olympics last week, the Winter Olympics. And you have the men's and the women's U.S. hockey teams, right, is a more recent example. These teams span different industries, missions, and eras, yet they share one powerful ingredient, and that is cohesion. Cohesion is a leadership concept that we all intuitively understand, but really talk about explicitly, let alone intentionally cultivate. So this week, we're exploring what cohesion is, why it matters, and how leaders can build it. And to make this actionable, we'll actually use, we'll explore and use this simple three element model that helps us understand, build and strengthen cohesion in real teams doing real work. So welcome to today's show. Let's dive in. This is the 3x5 leadership podcast. It's a show dedicated to making more intentional leaders, regardless of role, rank, or responsibility. That's because we believe that better leaders can build a better world. The reality, however, is that you cannot successfully and sustainably pour into others from an empty cup. So how do you keep your cup full as a leader? This show aims to help. We do that by filling your cup with simple, practical strategies that you can live, lead, and learn more intentionally. I'm Josh, and I'm glad that you've joined me for today's episode. So let's start by defining cohesion to make sure that we're all just clear and aligned on this concept. I define cohesion as the collective set of forces that draw bond and keep people together for meaningful purposes. I'm going to say one more time, Cohesion is the collective set of forces that draw bond and keep people together for meaningful purposes. Now, I want to emphasize a few clarifying points to help bring this definition to life for all of us. First, cohesion is morally neutral. It can be used for good or for harm. You've got like the Confederate States of America. You have the Nazi Party, you have Enron. All of those were arguably cohesive teams, but the cohesion served destructive ends. There's also like the Wells Fargo banking sales team quotas of the early 2010s. There's the ABU Ghraib prison guard teams and the whole scandal from the early 2000s, like 2003 and 2004. There's also Volkswagen's quote unquote Dieselgate and their engineering teams in the early 2000 and tens as well. These latter teams were not designed for or really even intended destructive ends. But the cohesion and performance emphasis over socially and morally acceptable norms really just led to the same result. Cohesion amplifies whatever values and goals to which it is attached. So it's important to note cohesion is morally neutral. Second, the phrase within that definition of keep people together signals team viability. Many leaders can grind a team to short term success and honestly, that's all too easy. Cohesion is different though. It keeps people together because they want to stay together. It enables endurance, not just temporary performance. Third, cohesion only matters when it serves a meaningful purpose. So I might get in trouble for this example, but like a long lasting fantasy football league, for example, it may be cohesive and meaningful to some, yes, but likely less so to others. And also its impact is probably pretty limited. So, like beauty, meaning is likely in the eye of the upholder. I get that. However, I think it's important to clarify that for cohesion to actually matter, it really should be serving a meaningful purpose. And then lastly, just the last point for this definition is that cohesion is not a one time achievement. It's not a box to check. It's a living process that requires nurturing, pruning and time. So, like culture, cohesion grows when leaders invest into it and it withers when they don't. Okay, so with our definition laid out, I think it's important to next address the impact of cohesion. Cohesion may seem like this. I kind of just fluffy, nice to have thing. But its impact on team effectiveness is profound. And so here are three reasons that leaders should really care deeply about this. To start, cohesion accelerates performance. Cohesive teams just move faster. They adapt more quickly and execute better. They don't waste energy on internal friction, ego battles, or clarifying basic expectations. Instead, they operate with shared Mental models with trust and with fluid coordination. This frees cognitive bandwidth for solving hard problems, for innovating and performing under pressure. So cohesion becomes a force multiplier where the sum becomes greater than its parts. Additionally, cohesion builds resilience. Highly cohesive teams withstand stress, uncertainty and extreme contexts far better than fragmented ones. Members feel psychologically safe. They feel supported and committed to one another. They regulate stress collectively, they can absorb the shocks and keep moving forward as well as recover faster in like crisis environments. I don't think of things like combat, emergency response, or high stakes missions. For example, cohesion is often the difference between teams that fracture and maybe, dare I say, even like to fatal consequences against the teams that adapt, improvise and succeed. And then lastly, last consideration for why this matters. Cohesion strengthens team viability and commitment. Cohesion fuels intrinsic motivation, long term commitment, and a willingness to put the team above oneself. When people feel deeply connected to their teammates and the mission, they stay longer, they invest more, they bring discretionary effort that cannot be commanded. And belonging reduces turnover, preserves institutional knowledge, and allows teams to compound their strengths over time. So cohesion really just kind of quietly transforms the me focus to a we focus, prompting individuals to sacrifice or being willing to sacrifice comfort or recognition for the good of the group. And so in cohesive teams, people don't just show up, they really just like lean in. And they do that by choice. So again, after reviewing kind of these reasons why it matters, these aren't abstract ideas. They are the lived realities of high performing teams across industries and across eras. Again, cohesion is not soft, it's structural, it's strategic, and it's a leader's responsibility. Now let's take a moment to talk about what cohesion really is. Yes, sure, we have our definition, but how do we truly understand it? So here's where the three elements of team cohesion enters. Cohesion is a complex construct. It has many different models. It has many different components, profile, research and theory. It can be a lot of different things and that can be a little overwhelming sometimes. So in my mind, I believe leaders need a model that is simple enough to act on. Right. A mentor and advisor of mine says and has taught me not all models are wrong. Yes, all models are wrong, but hopefully some are helpful. So I'm hoping that this model is helpful. So the most practical way to understand cohesion is through three distinct but interconnected elements. Those elements are task cohesion, social cohesion, and collective cohesion. Okay, so we're gonna break down each one real quick. Task Cohesion is person to goal bonding. Task cohesion is the shared commitment to achieving meaningful team goals. It's not about liking each other. It's about aligning around the mission and working together effectively to achieve it. Then you also have social cohesion. Social cohesion is the person to person bond. Social cohesion is interpersonal attraction. That is the degree to which team members enjoy working together. It doesn't mean the team is frictionless. It means the team can navigate friction well and do so in joyful and happy and enjoyable ways. People enjoy working with one another. And then the last one, collective cohesion. That is the bond from person to team. Collective cohesion is the degree to which members identify with the team. Right. That word identify is the key one. Team identity. It's pride in the team and it's a willingness and even a desire to be known for being part of that group. So those are the three elements of our model that we're going to use for the rest of this episode. And again, task cohesion, social cohesion, collective cohesion. All right, so we've got the what and we've got the so what? Of cohesion. Done. The next question now is like, now what? What can and should we do about this powerful force of team effectiveness? So let's get practical here. Cohesion is a leadership responsibility. We've already said that we don't stumble into a cohesive team by luck. Right. Nor are we cursed when we inherit, like a dysfunctional one. I love the phrase island of misfit toys. So cohesion is not fate. It's a product of deliberate leadership. So how do we actually build it? So here, the rest of this episode, we're going to explore and break down 10 practical considerations to help leaders like you and me translate the concept into real everyday action. Now we're going to get into it. So of the 10. Right. Number one. Number one is just invest in all three elements. Task, social and collective cohesion. They are distinct forces. They work together to create a healthy and sustainable team. Yes, but each one must be developed intentionally. Strengthening one does not automatically strengthen the others. And so leaders must give attention to all three. Think of it as like a three legged stool. You can't have just one, you can't have just two. You need all three for the stool to stand and remain standing. So, for example, like a team that's high in social and collective cohesion, but low in task cohesion is likely akin to something more of like a frat house. Not a professional and productive team, but high task cohesion. With low social and or collective cohesion become like a robotic, competitive and overly just unenjoyable and environment. So attend to all three sources. All right. Number two, start with the desired outcome. It's important to know that cohesion is a means to an end, not the end itself. Leaders must first define what the team is trying to accomplish. The what, the how and the why. And then use cohesion as the engine or as an engine that drives a team toward those meaningful outcomes. So we don't pour into developing cohesion just for cohesion's sake. It serves a purpose. So clarify that purpose and then how nurturing team cohesion can help support it. Number three, strengthen task cohesion. Right. So these next three ones, we're just going to look at each of the each source of cohesion kind of talk about how we can develop it. So number three is strengthening task cohesion. Okay. Again, task cohesion improves clarity, the processes and our team's overall performance. So leaders can build it by doing things like implementing clear management systems, processes and tools. Right. We've talked about management on the platform before. Not a super sexy subject, but important to bring clarity, effectiveness and efficiency to our work. For task cohesion, also, it's important to clarify the mission and regularly reinforce why our work matters. And then lastly, you can also co create goals so that people understand success and feel ownership of it. I truly believe in the concept if you give people the chance to weigh in, they'll be more likely to buy in. So co create goals so that people not only understand but feel ownership of it. And so when people know what they're doing, when they know why it matters and how to win together, task cohesion grows. So that's number three, strengthening task cohesion. Number four is about growing social cohesion. Social cohesion again is boosting satisfaction and creating healthier team dynamics. It's the person to person stuff. So it makes work and the team just a more enjoyable experience. And so leaders can nurture it by doing things like establishing productive conflict resolution norms. Right. Cohesive teams aren't frictionless, we've said, but skilled at navigating friction and conflict friction, all that. It's going to be norm normal within team operations every single day. So you can't avoid it, you shouldn't avoid it. How do you do that? You got to figure out how to do it well, treat people with kindness as well. Right. Kindness, expressing gratitude, be humble, avoid the what I call anti humility traps. These are all like leadership characteristics, leadership topics that we've often explored in this platform here before. And all of those contribute to nurturing our team's social cohesion. And then lastly, you can also just treat everyday interactions with our people as opportunities for connecting with them. Right. And so it's not just, it's not transactional. These are opportunities for us to pour into them and to care for them and do all the things that to build, maintain and solidify the relationships, the people to people component of our team's work. So again, remember that social cohesion makes the team a place that people want to be. So number four, grow social cohesion. Number five is the last one about the three different types build collective cohesion. Okay. Cleft cohesion strengthens team identity and long term viability. Leaders can cultivate it through things like crafting and communicating a compelling team identity. Give people a clear sense of who they are, what they stand for and why it matters. We can create rituals, traditions and cultural artifacts that reinforce belonging. Now, I do want to pause, I want to emphasize that point and I want to say it's huge and really worth investigating more and to learn more about it. So I want to say it again, right? This point about creating rituals, traditions and cultural artifacts that reinforce our team identity and creates belonging, that is a whole episode and it's been several different episodes or blog posts on the platform. And so you can find out topics about rituals and cultural artifacts and stuff. So I highly encourage you to go there, but I want to emphasize that point and say how important that is towards collective cohesion. And then lastly, as the leader, right, you remodel visible pride in the team. I believe leader energy is the most powerful means to inspire others to care about the team and its identity. So identity becomes a magnet that draws people in and then it keeps them committed. So again, number five, building collective cohesion. Okay, we're gonna go through these last five now for our practical application points here. So number six, gather the team even when it's less efficient in day to day work. Right. Smaller groups may feel more productive, but cohesion requires shared experiences. So regular team gatherings, things like social events, rituals, and well designed meetings keep people connected and reinforce the sense of us. Right? Quote, unquote, us. And yes, I did say meetings. Right. And so I believe that well designed meeting meetings can be a positive and actual source of team cohesion. So don't avoid that or disregard it. But gathering the team is important and it might be inefficient. It'll certainly feel inefficient, probably with a low direct return on investment for doing so. But Getting, gathering, the team matters when you're talking about cohesion. Number seven, cohesion leads to winning, and winning leads to cohesion. Right. This is just a chicken of the egg situation. Cohesion fuels winning, and winning fuels cohesion. So as leaders, we should intentionally identify, communicate, and celebrate teams wins, both big and small, to keep this positive cycle spinning. Okay. So celebrate wins. So you can just kind of get that flywheel spinning between cohesion and winning. Number eight, use competition and shared hardship wisely. I believe that thoughtfully designed challenges give teams something to push against together. When people struggle, drive, and stretch as a group, they through those experiences and through that process, they build trust, they build mutual respect, as well as a sense of earned pride. So shared hardship creates a powerful narrative of this idea, like, hey, we've been through something together, and that gives them the ability, again, to the resilience point earlier, we can do. We can do other hard things and we can continue to do hard things together. So number eight, again, use competition and share the hardship wisely. Number nine, balance the forest in the trees. I'll explain this one. I think leaders must care for the team as a whole without losing sight of individual needs. Sometimes you gotta zoom in to support a person at their particular needs. Absolutely. But other times, you gotta zoom out to strengthen the collective. So both matter. Right. And I think cohesion thrives when both levels receive attention. So don't lose sight of the forest for the trees and don't lose sight of the detail of the trees for the forest. And then number 10. 10 is diagnose your team using this model. The beauty of the three element model, I think, is its simplicity. Leaders can quickly assess where the team is strong and where it needs development. And then from that, you can lean into your cohesion strengths as well as intentionally address the gaps using the strategies offered in this episode. So, again, it's a simple model, and out of that simplicity, it brings the beauty of application and the ability to do that quickly, deliberately, and effectively and successfully. Okay, a couple conclusions here as we wrap up. Again, cohesion is a choice, and so we gotta make it deliberate. Cohesion doesn't happen by accident. It's built slowly, intentionally and consistently through everyday actions of leaders who understand its power. So if you want a team that performs well, endures stress, stays committed to one another and the mission. Cohesion must be a part of your leadership investment. But cohesion also carries a moral responsibility. Highly cohesive teams can drift into things like groupthink. They can suppress dissent, or they can rally around harmful norms. And so Cohesion amplifies whatever values it's attached to. We talked about that at the beginning, and so that means that leaders must anchor it in noble purpose, moral integrity, and ethical clarity. Again, this is a leadership responsibility just as much as cohesion itself is, and that is the moral comparative tied to building cohesive teams. So here's the call of action. Choose to build cohesion and choose to build it well. Invest in the bonds that make teams strong, resilient, and proud. Ensure those bonds serve meaningful, ethical and socially responsible ends. But also know that there's no right way to build cohesion. But thoughtful leader attention and investment is the first step to making your team the best team okay to wrap up. I hope this insight has equipped you and inspired you in some small way just to be able to lead more intentionally this week. As you take this insight with you into the week, though, I do have three simple requests for you. First, I invite you to like and review our show on whatever platform that you listen to. This just simply helps us build a stronger credibility base for the for the brand and for the show, and letting others see that it is a valuable resource. Second, I offer you to subscribe to 3by5 leadership to ensure that you receive free leadership insights like this one directly to your inbox every week. 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So until then though, friends, please, as always, take care. Leave well, Sam.