In today’s world, where complex problems demand innovative solutions, no individual brilliance is enough on its own. The real test of leadership lies in how well teams can harness the collective intelligence of their members.
Jon Levy, behavioral scientist and author of Team Intelligence: How Brilliant Leaders Unlock Collective Genius, argues that the future belongs to teams that know how to unlock the best in one another.
“IQ is supposed to show how smart one person is,” Levy says. “But most real work happens in groups. Team intelligence is how well people work together to solve problems quickly. It is about listening, focusing, and sharing resources so the group is stronger than any single member. A team of geniuses can still fail if they do not connect. On the other hand, even average people can do incredible things when their teamwork helps everyone perform at their best.”
This insight challenges one of the most enduring myths in organizational life—that high-performing teams are simply collections of high-performing individuals. “The biggest myth is that the best teams are made of the best people,” Levy explains. “‘Best’ is usually based on what is easy to see, like degrees or star status, not what is most useful. Research on the ‘too-much-talent problem’ shows that when teams have too many stars, cooperation breaks down. That is why the 2004 U.S. Olympic basketball team, packed with NBA legends, lost badly. Less flashy teams often win because they build trust and healthy habits.”
Trust and safety, Levy emphasizes, are at the heart of thriving teams. “Talent is important, but it is not enough. Thriving teams create a culture where people feel safe to share ideas, admit mistakes, and challenge each other without fear. That openness keeps the group focused on solving problems rather than protecting egos.” In contrast, struggling teams, no matter how talented, often “fall into power struggles or silence.”
That sense of safety is more than a nice-to-have—it is the very foundation of collective intelligence. “Psychological safety is the foundation of team intelligence,” Levy says. “If people fear judgment or punishment, they hold back ideas and avoid risks. When members feel safe, they speak up and learn from mistakes. Google found psychological safety to be the top factor for team success. It does not mean avoiding conflict. It means knowing disagreement will not cost you respect. That trust lets teams unlock creativity no single person could reach alone.”
Belonging is another crucial piece of the puzzle. Without it, teams simply cannot reach their potential. “Belonging turns a group into a team,” Levy notes. “When people feel accepted and valued, they give more effort, take more risks, and recover faster from setbacks. Without belonging, members disengage even if they are talented. It acts like oxygen: unnoticed when present but vital when absent.”
Leaders play a pivotal role in either nurturing or undermining these conditions. Too often, Levy says, they unintentionally sabotage their own teams. “The role of a leader is to maximize their team’s intelligence so they can solve problems as quickly as possible. But many leaders get in the way. Some try to be the smartest in the room instead of creating space for others. Others micromanage or send mixed signals that confuse priorities. Even small habits like interrupting or ignoring feedback chip away at trust. By trying to control too much, leaders block the teamwork that drives success.”
What, then, does a truly high-performing team look like in action? According to Levy, the cues are easy to spot. “They communicate in bursts, with short, focused exchanges followed by quiet work. Members build on one another’s ideas instead of competing for attention. Everyone contributes over time, not just the loudest voices. Mistakes are admitted quickly, and feedback flows openly. Respect shows up in listening and giving credit. These cues reveal trust and alignment, which let the team adapt faster and solve problems more effectively.”
Levy also underscores the importance of team norms, which can either strengthen or erode effectiveness. Often, these norms develop without much thought—until they become ingrained. “Team norms often form without anyone noticing. People copy each other, and soon habits like showing up late or avoiding tough topics become routine. Leaders can shape norms by modeling the behavior they want, such as being on time or admitting mistakes. They can also give status to people who support those norms and name what is happening out loud. By making expectations visible and rewarding them, leaders shape culture with purpose instead of by accident.”
Another often-overlooked driver of team cohesion is storytelling. “Stories give teams a shared language,” Levy explains. “Data tells people what to do, but stories explain why it matters. A company might have a list of values, but that does not show how to apply them. A story makes those values real, guiding decisions and showing how culture comes alive. Narratives also create belonging: ‘this is who we are, and this is how we succeed together.’ Stories connect daily tasks to a bigger purpose, keeping teams aligned.”
Feedback, too, plays a critical role in sustaining momentum. “Feedback is the maintenance system for team intelligence,” Levy says. “Without it, small issues grow into big problems. Effective teams give feedback often, keep it specific, and frame it as a path to improvement. That steady loop helps people adjust quickly and keeps the group aligned. Feedback also signals care. When members know their input matters, they stay engaged. The best teams build a rhythm of feedback that keeps learning continuous and performance sharp.”
This rhythm becomes especially vital during times of change. “Change is disruptive, and no single leader can manage it alone,” Levy observes. “Team intelligence helps groups adapt by pooling their reasoning, attention, and resources. When people feel safe to share concerns, they spot problems earlier and adjust faster. Strong teams also hold one another accountable, which keeps momentum when plans shift. Instead of waiting for direction, members take initiative together. That shared responsibility turns uncertainty into resilience and helps teams thrive through change.”
Ultimately, Levy believes leadership comes down to a single, powerful question: “Leaders should ask, ‘Am I making my team smarter?’ It is easy to focus on personal success, but the real test is whether the group solves problems better because of how you lead. Every choice, from how you run meetings to how you give recognition, either raises or lowers the team’s intelligence. By holding themselves to this question, leaders shift from proving their own value to multiplying the value of everyone around them.”
In a world defined by disruption, complexity, and interdependence, leaders who embrace this mindset have the power to turn ordinary groups into extraordinary teams. The genius of the future is not found in a lone innovator, but in the collective brilliance of people who know how to think—and thrive—together.