In the 2022 FIFA World Cup Final, Argentina and France delivered one of the greatest matches in football history. But what most viewers saw as Messi’s crowning moment was also a masterclass in team alignment and leadership transformation.
Argentina’s national team, previously fractured by years of underperformance and internal politics, underwent a cultural overhaul under the guidance of Coach Lionel Scaloni. Appointed with little fanfare, Scaloni focused on reshaping not just the tactics, but the trust within the leadership team that surrounded the players.
Instead of controlling, he listened. He brought in previously marginalised voices and made humility a strategic advantage. He empowered his captain and veterans to model emotional resilience. He focused on unity behind the scenes so that cohesion would show up on the pitch.
The result? A team where every player knew their role, felt valued, and played not just for victory—but for each other. And in the end, that cultural clarity helped them perform under crushing pressure, triumphing in a final that tested every ounce of their preparation, resilience, and trust.
For senior leaders navigating the complexity of a post-covid work climate, the parallel is clear: when your leadership team is aligned, your organisation performs.
What Conditions Support Teamwork?
In my work with leaders and their teams, the following five conditions build upon and reflect the foundational work of Harvard’s Dr. J. Richard Hackman.
While Hackman’s model emphasises the structural components of high performance, my framework integrates relational maturity and emotional clarity—adapting his research for the dynamic, human-centered leadership realities of today’s teams.
From my experience, teamwork thrives when five core conditions are present:
1. Aligned Purpose and Values
What it means: Every team member is clear on the collective mission and shares core values that guide behaviour.
Why it matters: Alignment creates a shared compass—especially vital during complex decisions or strategic pivots.
Example: A leadership team moving into renewables must anchor every choice in a sustainable purpose—not just profit-driven metrics.
2. Trust and Psychological Safety
What it means: Team members feel safe to speak openly, admit mistakes, and be vulnerable without fear of blame.
Why it matters: Without trust, creativity and collaboration are stifled. With it, people feel seen, heard, and valued.
Example: During Shell’s FLNG reset, open dialogue helped rebuild trust after a major safety event, allowing cross-functional leadership to re-engage.
3. Clear Roles and Shared Accountability
What it means: Everyone knows their responsibilities and feels ownership—not just for individual KPIs but for collective success.
Why it matters: Clarity reduces duplication, defers finger-pointing, and boosts cohesion.
Example: At BP, each division was empowered to interpret and deliver the company’s net-zero commitment, creating authentic ownership.
4. Open Dialogue and Conflict Maturity
What it means: Difficult topics are addressed respectfully. Disagreement is seen as a strength, not a threat.
Why it matters: Suppressed conflict festers. Healthy conflict surfaces assumptions and strengthens trust.
Example: Equinor ran regular alignment sprints to proactively tackle tension and recalibrate priorities.
5. Unified Decision-Making and Communication
What it means: Leaders co-create key decisions and speak a consistent message across departments.
Why it matters: Mixed messages undermine trust. Unity at the top drives clarity at every level.
Example: Argentina’s coaching team aligned off-field to ensure their players received one voice—one belief—in moments of high pressure.
These conditions create the climate for collaboration, creativity, and confident execution.
“If everyone is moving forward together, then success takes care of itself.” – Henry Ford
💬 The Power of Collective Leadership
“Team effectiveness is not about personalities—it’s about the conditions we create for people to do their best work.” – Dr. J. Richard Hackman, Harvard organisational psychologist
A high-performing leadership team isn’t just a group of senior experts—it’s a coalition of self-aware, aligned individuals. Yet, following restructures and long-term change fatigue, unity can feel elusive.
I've been seeing more and more examples of the organisations I'm working with where restructure is the new normal and this has created an underlying tension leading to the fatigue I mention above.
For psychological safety to flourish, we need to be awake and aware to the culture we are creating as leaders and the impact of constant change and uncertainty on our people. How can we create a culture of transparency that allows everyone to speak their truth in respectful ways?
Case Study – Equinor:
In 2020, Equinor, Norway’s state-owned energy company, set out on a bold transformation journey: shifting its strategic focus from traditional oil and gas to a broader commitment to renewable energy. This wasn’t a surface-level rebrand—it was a deep operational shift that required the full alignment of leadership across business units, geographies, and disciplines.
The Challenge: Equinor faced growing internal tension—between legacy systems and future energy goals, between operational efficiency and long-term sustainability. Senior leaders needed to adopt new ways of working while preserving core values and credibility in global markets.
The Leadership Response:
Equinor introduced “alignment sprints”—intensive leadership alignment sessions where regional and functional leaders gathered (virtually and in person) to:
- Clarify and revisit shared purpose
- Unpack friction points between silos
- Recommit to key behaviours and decisions
Executives also redesigned leadership cadences, embedding more open dialogue and strategic reflection into senior forums. They shifted from hierarchy-based directives to cross-leader collaboration.
How Teams Reacted:
At first, there was caution. Some leaders were used to working autonomously within legacy power structures. But as trust grew—along with evidence of better decisions and faster execution—many began to advocate for this new culture. The leadership narrative shifted from “managing change” to “modeling the future.”
Key Learnings:
- Alignment doesn’t emerge from strategy documents—it emerges from intentional dialogue.
- Culture transformation must begin with leaders showing what new behaviours look like in real-time.
- Cross-functional trust enables faster, better decisions.
Result: faster decisions, increased trust, and cohesion across borders.
Reflection Questions:
- How aligned is your senior team—on purpose and delivery?
- Are strategic differences a source of division or dialogue?
- [Faith-Based] What shared mission is God calling your team to steward?
🔄 Navigating Mixed Buy-In with Confidence
“The most effective leadership teams engage in regular conversations about their shared goals and confront the tensions that challenge them.” – Patrick Lencioni
I love Patrick's take on functional, healthy teams - they are not afraid to weigh in on a topic because they've established relational trust which allows them to openly discuss various points of view even if they don't agree with one another.
I believe that healthy teams have different perspectives - shared understanding is what I advocate for in my work with leaders, not shared agreement. What this means is that instead of seeing conflict as negative, it's seen as an essential part of a team's DNA.
I believe in conflict because in my experience, it creates healthy debate, essential for creative and critical thinking in teams.
Disagreement isn’t dysfunction. Avoiding disagreement is.
Case Study – BP’s Net-Zero Commitment:
In 2020, BP announced a bold and public commitment to become a net-zero company by 2050. Internally, the announcement created uncertainty and friction—especially among leaders still rooted in oil and gas operations.
The Challenge:
Some leaders worried the target was too ambitious or unclear in implementation. Teams questioned if the shift meant job losses or radical restructuring. The concern wasn’t resistance to innovation—it was the unknown.
The Leadership Response:
BP’s executive team made a deliberate choice: they would not impose compliance. Instead, they created structured dialogue spaces for senior leaders across the business to express doubts, clarify implications, and explore impact by division.
They allowed “pushback” to be safe and welcome—acknowledging uncertainty without losing strategic momentum. Business units were given agency to define what net-zero looked like in their domain, while aligning to the broader goal.
How Staff Reacted:
Initially, reactions were mixed—some enthusiastic, others cautious. But over time, with consistent transparency and visible executive ownership, most leaders moved from scepticism to advocacy.
Key Learnings:
- When faced with strategic disruption, alignment grows stronger when leaders create space for reflection and discussion.
- Empowering leaders to shape the change they’re asked to lead builds commitment from the inside out.
- Advocacy is stronger than compliance—especially in high-accountability teams.
Result: Alignment was built through respect, not coercion—and ownership through shared authorship.
Tips to Try:
- Run Alignment Check-Ins quarterly
- Co-create communications messaging before launches
- Use peer coaching to foster accountability
Reflection Questions:
- What misalignment needs to be addressed—not ignored?
- How do you navigate strategic discomfort?
- [Faith-Based] Where is humility needed to build unity?
🤝 Strengthening Shared Accountability
“Accountability isn't about punishment—it's about ownership. The best teams hold each other to standards because they believe in the mission.” – Brené Brown, researcher and author of Dare to Lead
When a team holds themselves and each other to meeting the team's agreed mission or set of objectives, it shifts something to another level.
Shared accountability shifts focus from “my team” to “our mission.” My experience is how crucial language is in a team and for me this is where a leader sets the tone. A leader who speaks from an "us" and "our" perspective over "me" or "I" is far more likely to get buy-in from their people.
In the same vein, a leader who steps up and take accountability for what happens in a team, builds loyalty and engagement at a much higher level than leaders who are more self-focused.
Case Study – Shell’s FLNG Reset:
Shell’s Prelude Floating Liquefied Natural Gas (FLNG) facility was designed to be one of the most ambitious engineering projects in the world—processing gas at sea 475 kilometers off the coast of Western Australia. But by 2020, the project faced mounting challenges: safety issues, technical failures, high costs, and low morale among global teams.
The Challenge:
The facility was shut down following a serious safety breach. Teams were demoralised. Coordination between global engineering, operations, and safety teams had frayed. Public scrutiny increased pressure on leadership to act decisively.
The Leadership Response:
Rather than isolate the incident or scapegoat, Shell’s executive leadership doubled down on shared accountability. They brought together leaders across functions and geographies to engage in collaborative root-cause analysis.
Key leadership behaviours included:
- Increased visibility from senior leaders—both onsite and virtual
- Honest communication about risks, lessons learned, and next steps
- Renewed investment in safety culture, training, and psychological safety
How Teams Reacted:
Staff initially feared blame or restructuring. But when leaders led with humility and transparency, trust began to return. Crews felt seen. Experts were invited to contribute, not just comply. This catalysed a performance reset.
Key Learnings:
- Open dialogue beats top-down control during high-stress recovery phases
- Leadership vulnerability builds credibility faster than polished speeches
- Rebuilding trust requires proximity—leaders showing up matters
Result: Shell brought the facility back to a stable operational rhythm by creating alignment, restoring confidence, and modelling the values they had written on the wall.
Reflection Questions:
- Where does your team defer responsibility?
- Do you celebrate cross-functional wins—or just siloed success?
- [Faith-Based] What does shared stewardship look like for your team?
✨ How This Article Connects to OUR Leadership LiftS™
If you’re identifying conditions that grow high-performing teams, you’re operating within The
Lift™. It’s about connection, trust, shared clarity—and emotional maturity.
Where those relationships fuel execution, you step into The Performance Lift™.
These two Lifts work together to elevate the health of leadership culture from the inside out.
➡️ Learn more about the Leadership Lift™ Framework
This topic falls under:
- 🧩 The Influence Lift™ – Building trust and alignment as a Connected Leader
- 🔥 The Performance Lift™ – Executing seamlessly through collective leadership
In my work with senior leadership teams, I’ve seen what happens when alignment is present—and when it’s not. Teams that perform at the highest level aren’t just operationally competent; they’re relationally attuned. They’ve learned to listen beyond titles, lead through clarity, and build trust that withstands challenge.
It’s never just about performance metrics. It’s about the energy that sits beneath decisions—the posture of leadership that says: "We’re in this together."
The stories in this article—from Argentina’s World Cup victory to Equinor’s alignment sprints, BP’s net-zero shift, and Shell’s courageous reset—show us that no transformation is possible without unity at the top. That unity isn't born from convenience—it’s built through shared purpose, open dialogue, and a commitment to something bigger than individual success.
So if you’re leading through complexity, pause and ask:
- Are we truly aligned—or just coordinating?
- Are we communicating vision—or simply delegating tasks?
- Are we fostering trust—or protecting territory?
Because when you lead from unity, you make room for courage, clarity, and growth.
And that’s where extraordinary teamwork begins.
📌 Want to go deeper? Read more in the High Performance Team Series:
- Article 1: What is the Foundation for Leadership
- Article 2: What is the Most Overlooked Dimension of Teamwork
- Article 3: The Three Keys to High Performance Teams
- Article 4: What is True of High Performing Teams
- Article 5: The Champion's Mindset
- Article 6: How can Teamwork Fail - and how to rebuild it
In my work with senior leadership teams, I’ve seen what happens when alignment is present—and when it’s not. Teams that perform at the highest level aren’t just operationally competent; they’re relationally attuned. They’ve learned to listen beyond titles, lead through clarity, and build trust that withstands challenge.
It’s never just about performance metrics. It’s about the energy that sits beneath decisions—the posture of leadership that says: "We’re in this together."
The stories in this article—from Argentina’s World Cup victory to Equinor’s alignment sprints, BP’s net-zero shift, and Shell’s courageous reset—show us that no transformation is possible without unity at the top. That unity isn't born from convenience—it’s built through shared purpose, open dialogue, and a commitment to something bigger than individual success.
So if you’re leading through complexity, pause and ask:
Are we truly aligned—or just coordinating?
Are we communicating vision—or simply delegating tasks?
Are we fostering trust—or protecting territory?
Because when you lead from unity, you make room for courage, clarity, and growth.
And that’s where extraordinary teamwork begins.
Action Steps:
- Schedule an “alignment pulse check” next quarter
- Pair with a peer leader for mutual coaching
- Review cross-leader messaging for consistency
“Unity is strength…when there is teamwork and collaboration, wonderful things can be achieved.” – Mattie Stepanek
Final Thought: Leadership at this level isn’t about getting louder—it’s about getting clearer, stronger, and more united.
Choose alignment. Choose trust. Choose to lead together.
📚 References and Sources and Extra Reading
Case Studies:
- Equinor Leadership Culture Shift: https://cases.som.yale.edu/equinor/overview/introduction
- BP Net Zero Strategy: https://www.bp.com/en/global/corporate/news-and-insights/press-releases/bp-sets-ambition-for-net-zero-by-2050.html
- Shell FLNG Overview: https://www.youtube.com/watch?v=d9w59dYL3w8&pp=0gcJCf0Ao7VqN5tD
Leadership Research:
- Harvard Business Review – Secrets of Great Teamwork: https://hbr.org/2016/01/the-secrets-of-great-teamwork
- McKinsey – Building Organisational Health: https://www.mckinsey.com/solutions/orgsolutions/overview/organizational-health-index
Frequently Asked Questions: What Conditions Support Teamwork
Effective teamwork thrives when certain conditions are met, including:
- Clear and motivating goals
- Defined roles and responsibilities
- Open and honest communication
- Mutual trust and respect
- Supportive organisational context
Role clarity helps team members understand their responsibilities, reduces duplication, and supports better coordination and accountability.
Teams can strengthen communication through regular check-ins, collaborative tools, feedback loops, and encouraging active listening.
Leaders influence teamwork by setting direction, modeling collaboration, facilitating conflict resolution, and ensuring resources are available.
Culture sets the tone. When collaboration, trust, and continuous learning are modelled at the top, teams mirror that behaviour throughout the organisation.
Yes. Managed well, diverse teams deliver more innovative solutions, broader thinking, and better decisions.
Address issues early, listen to understand, invite dialogue, and focus on shared outcomes.
Vital. Constructive feedback fuels learning, realignment, and shared growth.
Tools like Slack, Miro, Trello, Microsoft Teams, and shared Google Workspaces enable teams to coordinate, collaborate, and communicate effectively.
high performance teams series: achieving the impossible
Article Seven: What Conditions Support Teamwork? Lessons from the Top - https://kerryannecassidy.com/leadership/what-conditions-support-teamwork/
