49 – Building High-Performance Teams with David Cox

In this episode of Impactful Teamwork, I had the pleasure of speaking with David Cox, a seasoned expert in media operations and team leadership. With over 15 years of experience leading teams at Sky and Viaplay, David has successfully transformed chaotic teams into cohesive, high-performing units. His insights are invaluable for high-growth business leaders who are struggling to align their teams and drive productivity.

Here are the key takeaways from our conversation, along with practical actions you can take to build a high-performance team in your own organization.

1. Start with a Clear Vision and Shared Purpose

When David joined his team at Viaplay, he inherited a group of 30 disengaged employees working on just nine channels—far fewer than the team he had managed at Sky. He quickly realised that something needed to change. The first step was to establish a clear target operating model—a vision for where they wanted to be.

Action Steps:

• Define your vision: Gather your leadership team and agree on what success looks like.

• Engage your team: Ensure everyone understands the shared purpose and their role in achieving it.

• Be adaptable: Recognise that the path to high performance isn’t linear—adjust your approach as needed.

2. Create Psychological Safety and Foster Trust

David emphasised that trust is the foundation of high performance. Without it, teams will struggle to collaborate effectively. He and his leadership team worked to create an environment where team members felt safe to share ideas, admit mistakes, and experiment without fear of blame.

Action Steps:

• Hold regular one-on-ones: Get to know your team members on a personal level.

• Encourage open communication: Create a culture where it’s safe to speak up.

• Model vulnerability: As a leader, share your own challenges and mistakes to build trust.

3. Hire for Attitude, Not Just Skills

One of the biggest transformations came from changing the hiring process. Instead of focusing solely on technical skills, David’s team started hiring based on attitude and cultural fit. They designed a recruitment process that assessed collaboration, adaptability, and problem-solving skills.

Action Steps:

• Implement team-based interviews: Observe candidates in group problem-solving exercises.

• Look beyond experience: Prioritise adaptability and willingness to learn.

• Consider a trial period: See how new hires interact with your team before making final decisions.

4. Cultivate Accountability

Many organizations struggle with accountability, but David used Christopher Avery’s Responsibility Process to help his team take ownership of their work. He differentiated responsibility (what’s assigned to you) from accountability (what you own and follow through on).

Action Steps:

• Clarify roles and expectations: Ensure team members know what they’re accountable for.

• Encourage ownership: Shift from blame and justification to personal responsibility.

• Lead by example: Demonstrate accountability in your own actions.

5. Leverage Emotional Intelligence (EQ)

Emotional intelligence was a key pillar in David’s leadership framework. Recognising that every team member is unique, he took time to understand their motivations, fears, and communication styles. This helped create a more inclusive and engaged team.

Action Steps:

• Listen actively: Ask deeper questions and pay attention to non-verbal cues.

• Tailor your leadership style: Adapt your approach based on individual needs.

• Promote team collaboration: Use exercises like a ‘talking stick’ to ensure everyone’s voice is heard.

6. Adapt to AI and Future-Proof Your Team

David sees AI as a tool for enhancing human potential, not replacing jobs. By automating repetitive tasks, AI can free up time for strategic thinking and creativity.

Action Steps:

• Identify automation opportunities: Use AI to handle low-value tasks.

• Upskill your team: Help them develop skills that complement AI.

• Maintain a people-first approach: Technology should support, not replace, human judgment.

7. Don’t Underestimate the Leader’s Role

Even in a self-managing team, leadership remains essential. As David pointed out, removing leadership from a high-performing team can cause things to unravel quickly. The leader’s role shifts from micromanaging to orchestrating—ensuring that the team stays aligned, motivated, and continuously improving.

Action Steps:

• Act as a guide, not a boss: Empower your team while providing strategic direction.

• Stay involved: Even in self-managing teams, leadership presence matters.

• Commit to continuous improvement: Keep refining processes and team dynamics.

Final Reflection: What Will You Implement?

David’s journey from chaos to cohesion at Viacom highlights the importance of vision, trust, accountability, and adaptability. Now, it’s your turn.

What’s one strategy from this conversation that you can implement in your own team this week?

Let us know in the comments or connect with David for further insights. And remember, building a high-performance team is a journey—one that starts with intentional leadership and a commitment to continuous growth.

Show Notes:

Here are the highlights from this episode: