Team Effectiveness Tools | Tory Burch Foundation

When entrepreneurs talk about building a great team, they often obsess over hiring the right talent. But you can have the most brilliant staff and still fall short. The real magic comes from having a motivated, efficient, and high-impact team that moves in sync and delivers results. 

To learn more, we turned to Chelsea C. Williams, founder and CEO of Reimagine Talent Co, as part of our webinar series. A Tory Burch Fellow and frequent contributor to CNBC, Fast Company, and Forbes, Williams is an expert at helping businesses tap into the full potential of their teams. She knows what it takes to navigate diverse work styles and foster a culture where communication, collaboration, and accountability thrive. “Thinking about how you optimize your team for growth,” she said, “is essential for the change wave we’re in now.”

WHAT IS TEAM EFFECTIVENESS? 

Team effectiveness means achieving the results you want for your team. Note the use of the second person here; success depends on your individual vision and goals, and is going to be different for every founder. 

At its core, the effectiveness framework rests on two factors: elevated performance and created value. The former “is how your team comes together, using their skills and connections, to make an impact,” explained Williams. “When you have effective systems and practices, you elevate performance. And when you elevate performance, you deliver deeper value.”

“Every hour is maximized through intentional teamwork,” she continued, adding that joy is a necessary part as well. Since adults in the U.S. will spend, on average, 90,000 hours at work—roughly one third of their lives—”it’s essential we optimize that time so work feels joyful.”

When you have effective systems and practices, you elevate performance. And when you elevate performance, you deliver deeper value.

THE CHALLENGES.

So, what gets in the way of a truly effective team? According to Williams, roadblocks fall into three areas. First, purpose, values and goals can be unclear or misaligned. Second, many teams lack defined, measurable systems and processes (e.g., those all-important KPIs (key performance indicators) which ensure a company operates at its fullest. 

And then there’s psychological safety. Employees who fear speaking up or admitting mistakes can’t perform at their best. “You’re not embracing different views,” she said. Team members need to feel heard, and like they can make mistakes without fear. “We cannot get the most out of our people because they’re not showing up as their best selves and offering the value that is so essential in them being able to be a part of reaching our vision, our values, our goals.” 

WHAT DRIVES TEAM SUCCESS.

Studies show there are four drivers behind team effectiveness and it’s more a science than an art. That means there are concrete steps you can take and clear areas you can target for growth. 

Answer the following on a scale of one to four, with four being very strong. Anything that scores low is an area of opportunity. Focus on those things.

1. Configuration 

Do you have the right people with the right balance of skills, experiences, and perspectives to achieve your goals? 

2. Alignment

Is everyone clear on the values and behaviors that guide how you work together? Make sure to reinforce these continually, not just at onboarding or on your website. 

3. Execution

Do you have the resources and systems in place to do your work capably? 

4. Renewal

This revolves around employee well-being. Are you attentive to energy, morale, and a healthy workplace to sustain performance over time?

For Solopreneurs

Even if it’s just you now, these drivers still apply. Define your company purpose and goals, and think through the infrastructure, systems, and practices you’ll need once you bring in staff. Set the foundation now so the transition later will be seamless. 

One word of caution: When headcount increases, don’t forget to delegate. “A lot of us, if we’re being honest, can say that we’ve been the bottleneck,” said Williams. 

HOW TO ELEVATE TEAM PERFORMANCE.

Align Work to Goals and Styles

Revisit your company’s ethos and goals regularly, whether quarterly or annually, and back them up with a measurement plan so the team understands the benchmarks for success.

You also need to factor in your team’s different work styles. Williams recommended assessment tools like GlobeSmart Profile and DiSC Profile, which identify an individual’s preferences in communication, decision-making, and culture—learnings that can help you guide, motivate, and empower each team member while boosting collaboration. 

Plan and Track Work Together

Use project management tools, such as ClickUp, to give everyone insight into what’s happening, both within and across teams. Shared visibility and communication are vital.

Unleash Collective Knowledge

Consider a monthly standing meeting where the team comes together. It could be for design-thinking sprints or just to get updates on business health. 

“I’m not saying you need to pull up your P&L,” Williams explained, “but there needs to be transparency on how the organization is doing. Be open about changes.” This cultivates trust and reinforces that “you are on the ship together.” 

Integrate Feedback Loops

Establish a system for giving, receiving, and acting on feedback. It’s an indicator of development for the whole team and allows for continuous improvement. 

For those in conflict-averse, people-pleasing offices, Williams recommended starting a conversation about what’s needed for the next stage of growth. “Constructive criticism is kindness,” she said. “You’re helping your team grow. Do the work of communicating that feedback is good.”

TEAM-BUILDING TOOLS.

The key to cultivating a strong culture in a high-pressure environment is trust—trust in you and in each other. Lead by example. Create a space where there’s no such thing as a bad question. When the team hits a wall, reframe it as an opportunity to learn and problem-solve together. 

Encourage openness—shared files, shared ideas—because collaboration can’t thrive when people are protective of their work. Tech tools that can help with this include Slab (knowledge management), Padlet (digital bulletin board), and ChatGPT (teams version). 

You could even set aside dedicated time for connection—say, biweekly meetings with a rotating agenda led by different team members, like bingo or creative brainstorming. If you have freelancers, encourage them to attend, but make it optional—and confirm with HR or legal that this complies with company policy. 

Looking for something low-lift? Something as simple as weekly kudos shared on Slack can boost engagement and morale. 

Or introduce a Manual of Me. “It’s like an internal Facebook, where people can share their career interests, skills, and hobbies,” she explained. “Use that as a guidepost. Projects and new business ventures can come out of that.”

FOSTER GROWTH AND WELLBEING.

Check in regularly with your team to understand what they need to be happier and do their best. Consider offering a learning stipend, and let them choose how they want to use it. Having that ownership matters. Provide flexibility in their career path, so they can explore new positions or projects that better align with their interests and strengths. 

Inclusivity

Celebrate differences—they make your team and your company stronger. Build a safe space where people can feel comfortable, share as much as they want, and show up as their full selves. During challenging times, acknowledge the stress—that can make a difference. 

LEVERAGE AI.

AI is a powerful tool for supporting team effectiveness, allowing people to focus more on creativity, problem solving, and impact. It can help with everything from meeting productivity (Loom, Fathom) to learning and development (LinkedIn Learning) to ideation (Ideamap, Miro)—not to mention the administrative tasks that can eat into your day. You may even consider AI for cultural and inclusive communication (Williams suggested Latimer for this.). 

Just remember to compile an organizational AI policy so employees “are clear on your expectations and your vision for how it should be used,” she added.