When we think of complexity in workplace culture, our minds often go to systems and bureaucracy – rigid structures, processes and red tape.
But at Agri Talent we firmly believe there’s another form of complexity that’s just as present in the workplace – the complexity between people. We also believe that this type of complexity – how teams interact and work together – can make or break a business and workplace culture.
Research from Ben Darwin’s Gain Line Analytics and Bain & Company’s Founders Mentality highlights the importance of shared understanding within teams – whether it’s a boardroom full of executives or a maintenance crew out in the field. The idea is simple but powerful – teams that deeply understand each other operate more effectively and achieve better results.
The power of shared understanding in action
At Agri Talent, our experience working with Australian agribusinesses has provided clear evidence of how teams with a deep shared understanding can make significant productivity gains. Teams that operate in sync, where each member knows not just their own role but also how their work fits within the larger team dynamic, can operate more efficiently – especially under pressure.
Years before he worked with us, Agri Talent’s Executive Search leader, Bruce Highfield, saw the same principle at play during Virgin Blue’s wildly successful start-up years. The airline’s rapid rise wasn’t just about good strategy – it was also about the synergy between its people. Their shared understanding allowed them to easily navigate the high pressures of a start-up environment.
The exponential nature of team relationships for workplace culture
To understand the importance of shared understanding, it’s important to think about how team size impacts relationships. If you lead a team of 6 people, there are 15 unique relationships between team members. Now, increase the team size to 8, and suddenly you’re managing 28 unique relationships – a 33% increase in team size results in an 87% increase in relationships. These relationships grow exponentially as teams get larger, and with that comes increased complexity.
For instance, a team of 100 people involves 4,950 unique relationships. It’s not just about whether these relationships are cordial – it’s about how well they can withstand pressure. When things get tough, does the team fragment, or does it pull together and push through the challenge?
Recruiting and building teams that can thrive under pressure
Here at Agri Talent, we know that successfully building new teams is not just about hiring the most qualified candidates – it’s also about creating a team with the right mix of skills, personalities and shared understanding. A well-rounded team with strong interpersonal relationships can handle the complexity and pressure that’s bound to arise in agribusiness. Overall, recruiting the right people is only part of the equation – ensuring that those people can work together seamlessly, share a common purpose, and navigate the complexities of modern agribusiness is just as crucial.