Research shows that the most cohesive and successful teams have a diverse and complementary range of strengths. But team effectiveness is not just about the quality of its component parts; it’s also about how effectively these parts – particularly team members’ strengths – are combined (and optimized) to deliver planned results.

All theories of organisational development and management are based on metaphors and implicit images that shape how we see, understand and imagine organisational life. Metaphors actually have a crucial role not only in the way we define our reality but also in how we act on it.

Trust is a commitment to cooperate before there is any certainty about how the trusted people will act. (Coleman, 1990). A vast body of research supports the many positives of teamwork in organisations, particularly when the work demands a wider scope of knowledge[1]

My own research on work team performance found that teams with greater understanding of their strengths, efficacy and productive habits are more likely to be perceived by their stakeholders as high performing teams.