How Managers Can Build Structures That Help Groups Win

Working in teams is at the heart of modern organizations. From launching innovative products to solving complex problems, nearly everything of value is achieved not by individuals but by groups of people working together. And yet, as every manager knows, teamwork can feel more like friction than flow.

Why is it so challenging to get teams right? And what can managers do to unlock their true potential?

Dr. Colin M. Fisher, Associate Professor of Organizations and Innovation at University College London School of Management and author of The Collective Edge: Unlocking the Secret Power of Groups, has spent years studying how teams collaborate effectively. Colin revealed what truly sets high-performing teams apart and why managers need to pay more attention to structure than pep talks.

Teamwork is Natural, But It Doesn’t Always Feel That Way

Humans are wired for cooperation. Our ability to collaborate across boundaries of time, culture, and expertise is what has propelled societies forward from scientific breakthroughs to world-changing innovations. But just because we are wired to work together does not mean it comes easily.

In fact, Colin notes that teamwork often sits in tension with individual needs. Self-determination theory suggests that people are motivated by three essential drives: the desire to belong, the need to feel competent, and the wish to maintain autonomy. Teams are excellent at fulfilling belonging and competence, but they can unintentionally undermine autonomy. The manager’s challenge is to balance all three, helping people feel part of something bigger while also respecting their independence.

Structure Is Surprisingly Important

When most people picture team leadership, they imagine the coach giving a rousing halftime speech or the boss delivering motivational words. But Colin emphasizes that inspiration only works when the foundation is strong.

Research consistently shows that team structure matters far more than day-to-day coaching alone. Colin explains that well-structured teams are resilient: they thrive under supportive leadership and can even withstand the damage of micromanagement. Poorly structured teams, by contrast, falter regardless of how inspiring the leader might be.

This means that before rushing to “fix” morale with words, managers should pa

use and ask themselves whether they have set up the structure for the team to succeed.

Four Pillars of Strong Team Structure

Colin identifies four elements of structure that determine whether a team flourishes or flounders. 

Composition

Who is on the team matters more than how charismatic the leader is. Too often, teams are built around availability or organizational politics rather than the knowledge and skills required for the work. Choosing people intentionally makes a significant difference. 

Team size is also critical. Research suggests that the sweet spot for effective collaboration is four to five people, with three to seven as a workable range. Larger groups quickly become unwieldy, leaving some members disengaged or silent. For bigger projects, Colin recommends breaking the work into smaller sub-teams which is far more effective than treating 15 people as a single “team.” 

Just as important is clarity about membership. Many so-called teams do not even agree on who their members are. Setting clear boundaries helps avoid confusion and ensures accountability.

Task Design 

Not all work is teamwork. Teams excel when the work requires problem-solving, diverse skills, and creativity. A well-designed task should feel meaningful and allow individuals to see their contribution in the final outcome. Work that is too simplistic or fragmented rarely inspires collaboration, whereas enriched tasks provide both motivation and opportunity for teamwork to shine.

Goals 

Managers often assume goals are clear when, in reality, they are vague and open to interpretation. Colin uses a simple metaphor: telling a team to “meet in California” is not enough. People may end up hundreds of miles apart. Effective goals are specific, stretching enough to require effort, and consequential so that people care about achieving them. The real test is to ask each team member to describe what success looks like. If their answers differ, alignment is missing. Without clarity, even the most motivated teams risk pulling in different directions.

Norms

Even well-composed teams with solid goals can stumble without shared agreements on how they will work together. Decisions about communication tools and where information will be stored may sound mundane, but misalignment on these basics can derail progress. 

More importantly, norms must foster psychological safety. Teams thrive when people feel comfortable raising concerns, admitting mistakes, and sharing ideas without fear of judgment. Managers who encourage openness and model vulnerability create environments where collaboration is not only possible but rewarding.

Why Managers Overlook Structure

If structure is so powerful, why do managers tend to default to process tweaks or motivational speeches? Colin cites research showing that when teams struggle, over 80 percent of leaders intervene in the process, while only a tiny fraction adjust composition, goals, or norms. It is simply not instinctive to revisit structure, yet doing so often makes the difference between a team that limps along and one that truly thrives.

Why This Matters for Today’s Managers

The challenges of managing modern teams are only growing. Remote and hybrid work have expanded the boundaries of collaboration, while organizations increasingly bring together people from diverse backgrounds and time zones. The upside is enormous: diverse teams are more innovative and effective when they function well. But the potential is only realized when managers set up the conditions for success.

By focusing on structure, managers provide teams with the stability and clarity they need to thrive. This in turn makes it easier to build trust, spark creativity, and achieve results. It also satisfies those deeper human needs of belonging, competence, and autonomy creating workplaces where people are not only productive but also engaged and fulfilled.

As Colin reminds us, groups are behind nearly everything we value in society. But high-performing teams do not emerge by accident; they are intentionally designed.

For managers, this means shifting perspective. Instead of asking, “How can I inspire my team today?” the better question is, “Have I set up the right structure for them to succeed?”

When managers take the time to craft the right composition, shape meaningful tasks, clarify goals, and establish norms, they unlock the true power of groups. In doing so, they not only accomplish more but also create a workplace where people feel they belong, can excel, and still retain their autonomy.

Listen to the entire episode HERE to learn more about unlocking the secret power of teams.

Keep up with Colin Fisher

- Follow Colin on X (Twitter) here

- Connect with Colin on LinkedIn here

- Follow Colin on Instagram here

- Visit Colin’s website here

- Check out his book The Collective Edge here

Bonus: Meeting Makeover guidebook

In lieu of a guest offer this week, I’m offering members of Podcast+ access to my brand-new Meeting Makeover guidebook. It’s a step-by-step workbook that empowers you to finally fix your bad meetings once and for all.

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The Modern Manager is a leadership podcast for rockstar managers who want to create a working environment where people thrive and great work gets done.

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