{"id":28106,"date":"2024-10-28T14:08:30","date_gmt":"2024-10-28T14:08:30","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=28106"},"modified":"2025-12-15T05:10:51","modified_gmt":"2025-12-15T05:10:51","slug":"how-to-craft-team-cohesion-amid-the-chaos-of-sport","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/how-to-craft-team-cohesion-amid-the-chaos-of-sport\/","title":{"rendered":"How to Craft Team Cohesion Amid the Chaos of Sport"},"content":{"rendered":"\n\n
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\n 28 Oct 2024 <\/p>\n \t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/span>Articles<\/a>\n\n\t\t\t\t\t\t

How to Craft Team Cohesion Amid the Chaos of Sport<\/h1>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\n \n\t\t\t<\/div>\n\t\t<\/div>\n\n\t<\/div>\n<\/div>\n
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Category<\/div>\n Leadership & Culture<\/a> <\/div>\n
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https:\/\/leadersinsport.com\/performance-institute\/articles\/how-to-craft-team-cohesion-amid-the-chaos-of-sport\/<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n\n\n
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David Clancy, Richard Kosturczak and Ronan Conway explore the identifiers of team cohesion and the fundamental building blocks that separate the great from the good.<\/p>\n \n \n \n

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By David Clancy, Richard Kosturczak & Ronan Conway<\/h6>\n
‘If you want to go fast, go alone. If you want to go far, go together.’<\/em><\/h6>\n
African proverb<\/h6>\n
Cohesion is an invisible thread that binds high-performing teams together.<\/h6>\n

Without it, even the most skilled groups falter. As Peter Guber, the CEO of Mandalay Entertainment and Co-Owner of the Golden State Warriors, LA Dodgers and LA FC said, “Without social cohesion, the human race wouldn’t be here. We’re not formidable enough to survive without the tactics, rules, and strategies that allow people to work together.” This principle is as true in modern business organisations and elite sports as it was in our evolutionary history.<\/p>\n

High-performing teams aren’t just thrown together without thinking. They are intentionally built through careful design, clear communication, and shared goals. It\u2019s about finding the blend where roles, responsibilities, and diverse perspectives align, allowing every individual to leverage their strengths for the benefit of the collective.<\/p>\n

So, how do we achieve that cohesion, especially in environments where team members may not fit neatly into traditional roles? How do we ensure that the whole team operates as a cohesive unit, even when differing opinions and reporting lines exist?<\/p>\n

Finding the sweet spot<\/strong><\/p>\n

Cohesive working requires creating an environment where finding the sweet spot means aligning team members\u2019 roles and responsibilities in a way that meets both organisational goals and individual capabilities. It\u2019s about meeting in the middle \u2013 ensuring that while everyone contributes their unique expertise, they also respect the collective objective.<\/p>\n

Leaders play a pivotal role in facilitating these moments of alignment, ensuring that when opinions or methods differ, the focus stays on finding the most effective solution, rather than reinforcing silos, judgements or personal agendas. In this sense, cohesion is about not just collaboration, but collaboration that works toward shared objectives, adapting as needed to meet challenges in real time.<\/p>\n

The building blocks<\/strong><\/p>\n

The foundation of a cohesive team lies in four critical elements:<\/p>\n

    \n
  1. Clear roles<\/strong>: Every member of the team should have a well-defined role, even if that role isn\u2019t conventional or part of a traditional organisational chart. The key is to align the individual\u2019s expertise with their contributions to the team\u2019s goals, ensuring everyone knows what they\u2019re responsible for \u2013 and how they contribute to the big picture.<\/li>\n
  2. Adaptability<\/strong>: In a dynamic environment, roles may shift depending on the context or challenge at hand. Leaders must ensure that team members are flexible and willing to step outside their comfort zones, taking on responsibilities that might not align with typical job titles.<\/li>\n
  3. Trust<\/strong>: Open lines of communication are mission critical for a team to gel. Trust allows for honest dialogue and ensures that differing opinions or approaches are respected, not dismissed.<\/li>\n
  4. Decision-making model<\/strong>: A clearly articulated framework for decision-making provides structure and coherence, thus ensuring that everyone understands not just what decisions need to be made, but who is responsible for making them, and how they are executed.<\/li>\n<\/ol>\n

    These building blocks allow for cohesion even in complex or unconventional team structures.<\/p>\n

    Identifiers of high cohesion<\/strong><\/p>\n

    How a team clicks: does it work in harmony? Knowing where to look is essential for identifying how well a team is functioning together. Here are some concepts to look at for indexing this sense of \u2018teamwork\u2019.<\/p>\n

      \n
    • Role clarity<\/strong>: Are team members clear on their own responsibilities and those of others?<\/li>\n
    • Conflict resolution<\/strong>: How well does the team resolve differences in opinion, methods or strategy?<\/li>\n
    • Collaborative decision-making<\/strong>: Are decisions made through collective input, even when the final call rests with one person?<\/li>\n
    • Mutual accountability<\/strong>: Do team members hold themselves and each other accountable for delivering on expectations?<\/li>\n<\/ul>\n

      These markers are crucial for evaluating is a team functioning as a tight unit. You could use these identifiers as a means for tracking and measuring how well the team is doing.<\/p>\n

      When these indicators are robust, the team\u2019s ability to perform at a high level is elevated.<\/p>\n

      Ensuring that everyone is on the right bus \u2013 and in the right seat on that bus<\/strong><\/p>\n

      Ensuring that people have the right roles and responsibilities in a team isn\u2019t as simple as matching a title to a task. Often, it requires rethinking traditional organisational designs. Instead of relying on predefined job descriptions, high-performing teams focus on matching skills, expertise, and interest to the actual needs and musts of a team. This flexibility ensures that individuals are positioned to succeed, even if their role falls outside a traditional org chart.<\/p>\n

      The best approach is to identify the key outcomes the team needs to achieve and then allocate responsibilities based on who is best suited to drive those outcomes. It\u2019s not uncommon for someone to hold responsibilities that cross functional boundaries, but as long as clarity exists, cohesion can still thrive.<\/p>\n

      The goal is not to fill predefined slots but to build a dynamic, flexible system that adapts to the needs of the moment, such is the demands of elite sport.<\/p>\n

      Good on paper vs good in reality<\/strong><\/p>\n

      It\u2019s easy to assume that a team looks perfect on paper \u2013 each role clearly defined, each person seemingly in the right position. But the reality is often far more nuanced. Good on paper might mean that organisational charts, roles, and responsibilities are technically correct, but it doesn\u2019t account for the personal dynamics, communication styles, or agility of the individuals involved.<\/p>\n

      Good in reality, on the other hand, refers to teams that function well in practice, in the training room, on the field \u2013 when it counts, when pressure comes. This requires fluidity, acknowledging that roles may overlap, opinions may diverge, and people may need to step outside of their ‘assigned’ lanes to help the team succeed. Cohesion in the real world demands malleability, trust, and a willingness to change when necessary.<\/p>\n

      Managing differing opinions<\/strong><\/p>\n

      It\u2019s quite common for teams to have two people with different opinions or views reporting to different leaders. This could be shaped by the individual\u2019s personality predisposition, such as are they more Type A and Type B, for example. These differing views, opinions and traits can create friction \u2013 but in high-performing teams, this diversity of thought is seen as a strength, something to be amplified, if positioned well. It pushes the team toward innovation and deeper problem-solving. The key is to ensure that these differing opinions don\u2019t lead to disjointed decision-making and fragmentation.<\/p>\n

      This is where a decision-making model becomes critical. Leaders should establish processes that guide how decisions are made, who gets the final say, and how differing viewpoints are resolved. For instance, a performance director may not need to make the final call on a return to play decision, but having the A-Z flow will make this decision \u2018cleaner\u2019. Each professional stays within their expertise, but they collaborate through a framework that aligns with the team\u2019s overarching goals, such as getting the player back on the pitch after an injury.<\/p>\n

      Overseeing the decision<\/strong><\/p>\n

      Who oversees the decision-making model depends on the structure of the team, but it\u2019s crucial that not every decision needs to reach the top. In well-functioning, cohesive teams, there are levels of authority and autonomy, allowing for faster and more efficient decision-making. Sometimes, well-oiled departments have decentralised command structures, often seen in the military. For example, a doctor doesn\u2019t need the performance director\u2019s approval to prescribe treatment, but the doctor and the PD must work within an established system that ensures consistency and alignment with the team\u2019s overall strategy and vision from a sporting director.<\/p>\n

      The model should be overseen by those who understand both the day-to-day operational needs and the bigger picture. One needs to be able to zoom in, but also out. This is often a middle ground between front-line team members and senior leadership; this ensures that decisions are informed, timely, and strategic.<\/p>\n

      Cohesion reading<\/strong><\/p>\n

      As a leader, you have likely accumulated a bank of time in teams and groups, from school, university, your organisation, etc. Thus, you have experienced a wide spectrum of people dynamics, cultures and environments. Think of the moments where something felt ‘off\u2019. The energy seemed blunted. People were preoccupied with relational issues, toxic rhetoric, or disgruntlements. In these environments, the task at hand sometimes became secondary. On the flip side, when a team felt closer, it felt ‘right\u2019. In these moments, energy flows\u2026 it bends\u2026 it adapts like a river. People are locked in, focused on the team vision. Why? Because these relationships are grounded on bone-deep trust and mutual respect.<\/p>\n

      Call it intuition. Gut feel. Emotional intelligence. This is how you gauge how cohesive a team feels, like a barometer for linkages.<\/p>\n

      The next time you walk into a team meeting or the changing room, allow yourself a moment to take a reading of the room. Pause and step back. Take a breath. Watch your people. Track their body language and eye contact. How do they greet each other and interact? Listen in. Note the intonation, the laughter, the silence. This is all data.<\/p>\n

      Is the energy flowing or is it stuck? Notice what you are picking up. Trust it. Take note.<\/p>\n

      Connection is a separator of great teams<\/strong><\/p>\n

      If role clarity, conflict resolution, collaborative decision-making and mutual accountability are the bricks in the house, connection is the cement that binds it all. The quality of our team interactions is heightened when we feel psychologically safe with others, valued and respected. We remain open and engaged and are less likely to shut down or retreat into a corner.<\/p>\n

      So, how do we foster this connection more?<\/p>\n

      The elite coaches and managers take no chances in this area. Connection must be intentional. It is not something that one assumes will happen in a performance caf\u00e9 or at a team-building Christmas party per se. Just as time is allocated in the weights room to build muscle, elite teams dedicate time to strengthen the collective muscle. This can be bridged by facilitating conversations with individuals to enable them to take stock and interact on a meaningful level. In doing so, they reinforce their connections between teammates, the jersey, their why, legacy and their higher purpose.<\/p>\n

      A great example of this deliberative connection-building comes from Europe\u2019s Ryder Cup win in 2023 at the Marco Simone Golf and Country Club. Post victory, Rory McIlroy reflected on when his team started to take shape, under the leadership of Luke Donald, their team captain at the time, and European Captain for the 2025 Ryder Cup. On a practice trip in the lead-up to the tournament, putting greens, driving ranges and tactics boards were swapped for an \u2018amazing experience\u2019 around a fire pit. The team reflected on topics like \u2018why they love the Ryder Cup so much\u2019, and \u2018having parents that sacrificed a lot for them\u2019. This moment helped galvanise the European team.<\/p>\n

      Now to The Last Dance<\/em>. In 1998, Phil Jackson, the Head Coach of the Chicago Bulls, gathered Michael Jordan, Scottie Pippen, Dennis Rodman, and co. He asked them to write about what their Bulls team meant to them before each player read aloud to the group. After they all had their turn, Jackson symbolically lit the tin cup filled with papers on fire, and all the Bulls watched on and felt more connected. \u201cOne of the most powerful things I\u2019ve ever seen\u201d, said current Head Coach of the Golden State Warriors and former Chicago Bull, Steve Kerr. The rest is history.<\/p>\n

      Final thoughts<\/strong><\/p>\n

      Building cohesion and connection is about far more than getting the right people in the right roles \u2013 it\u2019s about finding that sweet spot where collaboration thrives, even when team structures or opinions don\u2019t fit the mould.<\/p>\n

      The successful teams of the past, whether this is Manchester United Football Club under Sir Alex Ferguson, the All Blacks of 2011 to 2015, or the Red Sox after they broke the curse, they all built strong foundations of trust, clear communication, and adaptable roles.<\/p>\n

      Teams can become great, making decisions that are informed by a diverse range of perspectives yet aligned toward shared goals. By implementing robust decision-making systems and processes, and fostering environments where flexibility, connection and trust are prioritised, high-performing teams can unlock their full potential\u2026navigating complexity with confidence, and a higher sense of team.<\/p>\n

      David Clancy is a Learning and Development Consultant at the Houston Texans<\/strong> and Director at The Nxt Level Group<\/strong>. <\/em>He is also the Editor of Essential Skills for Physiotherapists: A Personal and Professional Development Framework<\/strong>, which is available now from Elsevier.<\/em><\/p>\n

      Richard Kosturczak is a Market Specialist at The Nxt Level Group<\/strong> and Specialist Physiotherapist.<\/em><\/p>\n

      Ronan Conway is a Team Connection Facilitator, who has worked with teams including the Ireland men’s rugby team<\/strong> and Dublin GAA<\/strong>, Ireland\u2019s most decorated Gaelic football team.<\/em><\/p>\n

      If you would like to speak to David, Richard and Ronan, please contact a member of the Leaders Performance Institute team.<\/em><\/p>\n

       <\/p>\n

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