In 2012, Google launched Project Aristotle in their quest to build the best teams. However, the research findings were counterintuitive to traditional notions of what constituted a top-performing team. They concluded that individual traits and skills were not strong predictors of success, and who was on the team was not as essential as how the team engaged with one another. Likewise, Google had previously launched a study called Project Oxygen to determine what characteristics produced a good manager or leader. Their initial attempts to replicate a process on management roles based on the study failed to achieve the desired outcomes.

“In my experience, applying the guiding principles to effectively build and manage teams yields far better and more consistent results than attempting to apply a single generic process that is measurable via a checklist or scorecard.”

Both of these studies help affirm my belief that there is no one-size-fits-all process that can be used to create, foster, and grow high-functioning teams. Mostly, because every team is unique and team needs will differ as a result. In my experience, applying guiding principles to effectively build and manage teams yield far better and more consistent results than attempting to apply a single generic process that is measurable via a checklist or scorecard.

Guiding Principles of (UX) Teams

The guiding principles from Google’s study apply to all teams, including UX, with only minor deviations. The main one being that a UX team’s roles are usually already well defined, but because they are often dispersed across a product or project in cross-functional teams, it is important for them to have a shared understanding and foundation from which to be effective as a whole. These principles include a safe environment, interdependability, shared understanding, purpose, and impact of contributions.

“Teams must be free to explore new and bold ideas, ask questions, and speak their mind without fear of ridicule, punishment, or reprisal.”

1. Safe Environment — Freedom to Fail

In one of my previous articles, Freedom to Fail, I outlined how high-performing teams thrive in a supportive, nurturing, and safe environment. Teams must be free to explore new and bold ideas, ask questions, and speak their mind without fear of ridicule, punishment, or reprisal. This is one of the most important, yet challenging, principles to establish. Yet, it is critical to the health, performance, and sustainability of a high-performing UX team.

2. Interdependability

Top-performing teams also have to feel that they can depend on one another and that their success is directly tied to that interdependence. They need to be given a degree of authority, autonomy, and accountability that reinforces this relationship.

3. Shared Understanding

Here is the only minor deviation from Google’s research. In my experience, effective teams must have a shared understanding of the mission, vision, goals, and objectives. They share a common language, tools and resources, guidelines, and standards. They also communicate effectively so that everyone is on the same page. I think this applies to non-UX teams but didn’t appear to come up in their research.

4. Purpose

High-performing team members have a sense of purpose and meaning to the work for which they contribute. They feel that the work is important to them, personally. This is one of the more abstract principles, as purpose is often elusive and subjective.

5. Impact of Contributions

Members of successful teams understand the direct impact their work has on the greater whole and that the work they do matters. This appears to be similar to #4 Purpose but is actually less internally focused. Helping team members connect their contributions to their own personal “why” as well as the mission and vision of the company, product, or project can fuel an individual contributor’s drive and motivation.

Guiding Principles of Team Leaders

It’s not difficult to see the relationship between team principles and leader principles. The same things that create a high-functioning team have a direct correlation to the ingredients that creates a highly effective leader. The two are symbiotic and one cannot exist without the other.

“It goes without saying, leaders inspire rather than command, create purpose, energy, and enthusiasm while connecting mission and vision outcomes to individual contributors.”

1. Inspire

It goes without saying, leaders inspire rather than command, create purpose, energy, and enthusiasm while connecting mission and vision outcomes to individual contributors. I find this is one of the areas many managers and leaders struggle with the most.

2. Support

Leaders must also create and foster a culture of learning, exploration, and innovation through supportive, psychologically safe, and open environments. As I’ve mentioned in a previous article, Design Leadership: From Creator to Facilitator, leaders are there to serve and guide. Your team members are the rockstars and you are the roadie.

3. Goal-setting

Leaders work to push teams just beyond their comfort zone by setting team-level OKRs while providing the support necessary for individual growth objectives, as well. Teams perform better collectively knowing what direction they need to head, and individual members must be given means to level up their own game in the process.

4. Clear Communication

Leaders clearly communicate objectives, vision, and direction, promoting a shared understanding, language, and purpose across the team. I’ve failed at this one many times in the past, especially when things would get frantic and I would get caught up in several siloed conversations between product teams and clients. I would forget that my team was not part of these conversations and I needed to do a better job at conveying information more regularly to level-set the team.

5. Trust

Finally, leaders must instill trust in teams through consistent actions, communication, and support. Genuine relationships and authentic bonds must be formed in order to facilitate this level of trust. I try to go out of my way to build relationships with my team members individually. I need them to know I have a vested interest in their success and want to help them in any way possible. This bond helps to build that trust.

UX Team’s Hierarchy of Needs

Finally, a UX team’s hierarchy of needs, similar to Maslow’s, ranges from the most basic and fundamental requirements to the more complex and psychological needs. At the base of those needs is “tools and resources” and this is where operations begin in support of UX teams. Research and Design operations (DesignOps/ResearchOps) help to fill these basic needs and streamline team efficiency and productivity.

However, as the needs progress into the more complex, team leadership starts to play a pivotal role in guiding and shaping the team process. Each company, project, and the team will have their own unique needs, which will require adapting the principles to help inform your unique processes. Understanding these fundamental needs can help shape your approach to building and fostering a high-performing team.

While process is important to help streamline efficiencies and consistency, from my experience, principles should guide teams and leaders, informing process, as needed for each unique situation. Google’s studies support that belief, as well. However, I would welcome feedback and input on your experience. How has it differed? How is it similar? What is missing from these principles?

I’ve included a link below to a supplemental PDF that you can feel free to download and reference for your own team’s growth.

Download the PDF: Guiding Principles of High-Performing UX Teams