Whether you’re leading a startup, navigating a corporate labyrinth, or simply trying to elevate collaboration inside your department, this conversation offers a practical blueprint for diagnosing dysfunction, developing emerging leaders, and helping team members step confidently into multiple roles.
Mark Murphy explains why some teams spin their wheels, why others innovate brilliantly, and how every leader can create the clarity, psychological safety, and role balance necessary for high performance—no trust falls or forced fun required.
High-performing teams are built on five essential roles—Director, Stabilizer, Harmonizer, Achiever, and Trailblazer. Strong teams intentionally balance these roles rather than rely on personality or luck.
Teams fail when roles are missing or overloaded. Too many Directors lead to ego battles; too many Harmonizers create harmony without progress; too few Trailblazers stifle innovation.
Roles are not identities. Individuals can (and often must) shift roles based on team needs, project phases, or temporary absences. Great leaders help people expand their “behavioral portfolio.”
Map your team’s roles. Ask each team member: “Which role would others say I most often play?” Compare the answers to identify gaps and duplication.
Rotate roles for development. Choose one upcoming meeting and intentionally assign different people to act as Director, Harmonizer, Stabilizer, Achiever, or Trailblazer.
Run a 10-minute debrief. After a project milestone, discuss which roles showed up, which were missing, and how that impacted the outcome.
