This episode of The Deep Dive unpacks what truly separates average teams from accelerated, high-performing teams by going beneath behavior and personality to the level of instinct. The conversation introduces Instinctive Drives as a person’s core operating system—the fixed, innate motivations that shape how individuals respond to pressure, solve problems, communicate, and lead. When people understand their own drives, they can operate in stride: energized, effective, and fulfilled. That alignment doesn’t just improve well-being; it measurably boosts performance, often doubling productivity by removing the friction of working against one’s natural wiring. While there's a myriad of general characteristics that surface in high-performing teams - here's some of the more nuanced insights I've uncovered over 30 years of working with leaders and teams across the globe. Many of these are interlinked and, in terms of their positive impact, they add up to so much more than the sum of their parts. Using the power of I.D., I've seen teams fast-track their ability to make them come to life, with results that speak for themselves! 1. A STRONG 'IN-STRIDE' FOCUS Unless team members, including the leader, can operate in line with their authentic selves, the brakes are already on. Teams that regularly track their levels of energy, effectiveness, and fulfillment. e.g., via our In Stride Pulse feature, are best placed to maximize their potential. 2. A SOLID PLATFORM OF TRUST While widely recognized as an HPT indicator, when teams understand each other at a deeper level they are better able to navigate the tougher conversations as well as times of change and uncertainty – all without an outward camaraderie dissipating into mistrust and suspicion. 3. ASSUMING OF POSITIVE INTENT When teams combine trust with a protocol of assuming positive intent, even if someone's messaging lands painfully, there's no second-guessing of motives. The default becomes to 'find out more' versus to judge or criticize, with conversations leading to learning on both sides. 4. PSYCHOLOGICAL SAFETY & I.D. Recognition of the needs that surface from innate drives, aids the creation of environments where people feel able to be themselves and speak their truth without fear. By introducing a common language of performance and well-being, I.D. helps teams to share these needs. 5. PEOPLE SAY THE SAME IN THE ROOM AS OUT THE ROOM When people trust each other and feel safe to speak up, there's no reason or value to not having 'the real conversations' in the place where they can most quickly be addressed. For teams, this dramatically cuts down the time from wrangling with issues to finding solutions. 6. A JOINT APPROACH TO PROBLEM-SOLVING When one person's problem is automatically viewed as a team problem - because resolution is seen to impact everyone's success - team performance takes an exponential leap. And when hierarchy and roles are put aside, a diversity of talents can help generate a rapid solution. 7. CROSS-REPRESENTATION When people stay across the whole team's roles and activities - at a high versus detailed level - team members can support and promote each other, internally and externally. If issues arise, team members 'have each other's backs' versus step back into a 'that's not my role' mentality. 8. ALIGNED DECISION-MAKING When people know they can speak up and be heard, they are more open to embracing a 'disagree and commit' protocol for team decisions. Despite their position, they accept consensus is rarely possible or efficient, and back the final vote or leader-call in word and deed. 9. ALIGNED EXECUTION Following on from fully ali
