There are moments when a leader, colleague, or direct report says something that doesn’t come out quite right. What happens next really matters.

Most teams don’t need more meetings or tools. They need people to start giving each other what they actually need.

Some of the most fragmented teams I’ve seen have the most polite meetings.

High-performing teams can still feel fragmented. Goals are met. People are capable. The organization is functioning. Stuff is getting done. Everyone is busy. But it doesn’t quite feel like we’re moving forward together.

Your team is smart, capable, and driven. So why does it still feel fragmented?

Lately, I’ve been hearing the same story from leadership teams about meetings. Here’s how to change the vibe and effectiveness of your meetings.

Even with smart people and clear plans, collaboration breaks down when the past is still running the room.

Teams often confuse “getting along” with “working well together.” Most teams don’t struggle because of big conflicts (though some do). They struggle because they don’t have a way to talk about small things, without making them bigger.

Performance can look strong on the surface and still come at a cost. In this article, Mark explores a question many senior leaders quietly wrestle with: Is the performance we’re proud of as strong as it looks—or does it require more from our people than we realize?