Characteristics of High-Performing Teams in Modern Workplaces

By the Editorial Team · Saturday, July 25, 2026

Social psychologist Ron Friedman argues in his book *Superteams* that top-performing teams succeed by balancing focused individual work with rapid collaboration, regardless of whether they work remotely or in person. His research, based on interviews with over 6,000 professionals, highlights that effective time management and intentional interaction are key factors driving team productivity and growth.

In the aftermath of the Covid-19 pandemic, prevailing opinions have suggested that successful teamwork depends on employees returning to traditional office settings. However, social psychologist Ron Friedman challenges this view in his new book, *Superteams*, arguing that high-performing teams can thrive whether working remotely or in person.

Friedman’s conclusions are based on interviews with over 6,000 professionals who identified their teams as top performers. He found that such teams distinguish themselves not by location, but by how they organize their work and interact with one another. Members of these teams reportedly accomplish more, contribute to each other’s growth, and maintain a continuous drive for improvement.

One finding runs counter to common assumptions: high-performing teams spend significantly more time engaged in focused, uninterrupted individual work—averaging 106 minutes per session compared to 77 minutes in average teams. At the same time, they respond to colleagues more rapidly, a balance Friedman describes as “collaborative focus.” This equilibrium between dedicated solo work and intentional collaboration is crucial to their effectiveness.

Control over how time is managed emerged as another defining feature of these teams. Compared to average groups, superteams are about 50% more likely to avoid unnecessary meetings, 68% more likely to set aside blocks of time for reflection and deep thinking, and 50% more likely to track how they spend their work hours consciously.

Friedman integrates insights from other experts, including Stephen Covey’s time management principles, Bob Sutton’s strategies on addressing workplace negativity, and Amy Edmondson’s research on psychological safety, providing practical recommendations for cultivating a productive work environment.

While the findings rely on self-reported data, which may introduce some bias, Friedman notes that employees’ beliefs in their team’s capabilities strongly correlate with actual performance. As such, *Superteams* offers valuable guidance for managers and teams aiming to boost their efficiency and cohesion in a changing work landscape.

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