There is a simple rule in sport: a good race proves little. What matters is whether performance is repeatable. Whether it remains accessible even when conditions change, pressure increases or mistakes occur.
In startups, performance is often read differently. A successful launch, a financing round or a strong quarter are quickly seen as proof of performance. But sustainable success does not come from individual peaks, but from consistency in the face of uncertainty. Especially in startups, requirements, roles, team constellations and general conditions are constantly changing. The performance of individuals and entire teams fluctuates. That’s normal. What is important is not the individual best performance, but the ability to always return to a productive state. High performance is therefore not a state that can be achieved once and maintained permanently, but rather an ongoing process.
Working with founding teams shows that this process can be specifically supported. High-performing teams establish trainable routines that enable stability under pressure. This includes frequent feedback loops, firmly anchored reflection routines, trust and respect for the respective expertise, clear roles and decision-making processes, conscious breaks for regeneration and the acceptance of individual limits. All of these elements can be discussed and practiced.
In the beginning there are many conscious decisions to build these routines. Over time, they become so well practiced that they occur without much thought. This saves time and, above all, energy. In practical terms, this means that high performers get the basic things right more often and more consistently.
A look at competitive sports illustrates this logic. Unlike most startups, it is clearly defined who takes on which role and what skills are required for this position. It is also determined who this role works particularly closely with. However, this clarity can be transferred to startups if teams are willing to take a close look on a regular basis. Clarifying roles means continually clarifying specific questions: Who is responsible for what? Who leads in which situation? Who supports whom? Who makes which decision? This coordination is not a one-time step, but a continuous process.
The same clarity is needed in communication. Expectations must be clear; feedback relates to behavior or tasks, not to people. In everyday working life, this means clarifying basic communication questions early and in detail. Which channels are used for what? What response times apply? When is a call more useful than a message? What initially seems small-scale accelerates processes and reduces misunderstandings in the long term. To ensure that this clarity does not remain situational, high-performing teams establish fixed reflection routines.
After important decisions or meetings, we check together: Keep – what worked well and should be retained? Start – what do we want to do differently or add in the future? Stop – what should we consciously leave out next time? This short structure ensures that learning becomes systematic and there is regular space to work on the team, not just within the team. In addition to structure, you need relationships. Consciously investing time in getting to know each other personally outside of the work context strengthens cooperation in the long term.
If you know what drives others, what values ​​are important to them and what their limits are, you can better classify behavior and stabilize trust. This understanding is particularly effective when pressure arises. Tensions are inevitable in such phases. However, they are not a sign of dysfunction, but rather an expression of different perspectives and an important part of performance-oriented collaboration. They only become problematic when there are no established conversation routines to address tensions early and objectively. Without this, problems accumulate, become increasingly difficult to name and put a strain on relationships.
High performance teams therefore ensure that the right discussion spaces are available before things become critical. If roles are clarified, feedback takes place regularly and reflection is firmly planned, even difficult topics can be addressed without damaging the collaboration. In this way, performance becomes more predictable: behavior becomes repeatable, tensions manageable and collaboration under pressure becomes more stable.
Uncertainty reveals what really sustains teams. High performance does not come from pressure or perseverance, but from routines that are so well practiced that collaboration works even when nothing goes according to plan. Especially in startups, where conditions are constantly changing, this way of organizing performance becomes a decisive advantage.
About the author
Tina Manker is an Olympian and world rowing champion. She works as a team coach for startup & high performance teams at DEEP – Institute for Deep Tech Innovation at ESMT Berlin. In the DEEP Pioneers program, she supports scientific start-up teams. The aim is to bring researchers and their intellectual property together with experienced serial founders and relevant networks at an early stage in order to build deep tech spin-offs that are suitable for investment.
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