Psychologist identifies three key traits of high-performing 'superteams'

Psychologist Ron Friedman and his colleagues identified three specific practices that distinguish high-performing "superteams" from average workplace groups ^[1].

These findings provide a blueprint for organizations seeking to increase productivity without relying on traditional management mandates. By focusing on behavioral patterns rather than just personnel, the research suggests that elite performance is a result of specific operational habits.

According to the research, superteams maximize their output by using their time, energy, and attention efficiently ^[1]. This focus on resource management prevents burnout and ensures that high-priority tasks receive the necessary cognitive focus.

Collaboration patterns also differ in these elite groups. Friedman said superteams share work early, get input from colleagues, and revise before it ever reaches the boss or client ^[1]. This peer-review process reduces the likelihood of errors and ensures a polished final product before it reaches senior leadership.

Finally, the research highlights a culture of constant testing. Friedman said these teams run experiments about 50% more often than average teams ^[1]. This iterative approach allows superteams to fail fast and refine their methods more quickly than their counterparts.

The conclusions are based on a survey of thousands of workers [1, 2]. The data suggests that the gap between good and great teams is not necessarily a matter of individual talent, but rather how the team functions as a unit.