Uploaded July 2026 | Updated September 2026, 1 hour ago
Psychologist Ron Friedman and his colleagues surveyed thousands of workers and identified a small group of high-performing teams—"superteams"—that consistently outperform the rest.
One thing that sets them apart? They receive significantly more feedback than average teams.
Here’s why: Leaders give feedback more often and frame it in ways that motivate. Colleagues weigh in early, before work reaches the boss or client. Revisions happen while the stakes are still low.
Learn more about how to create feedback-seeking behavior on your team: https://s.hbr.org/4uYxmRn
Psychologist Ron Friedman and his colleagues surveyed thousands of workers and identified a small group of high-performing teams—"superteams"—that consistently outperform the rest.
One thing that sets them apart? They receive significantly more feedback than average teams.
Here’s why: Leaders give feedback more often and frame it in ways that motivate. Colleagues weigh in early, before work reaches the boss or client. Revisions happen while the stakes are still low.
Learn more about how to create feedback-seeking behavior on your team: https://s.hbr.org/4uYxmRn
