Misguided expectations created by myths about team performance hinder companies from achieving truly great results. Some executives believe that the task of developing teams is simple enough, while others, on the contrary, see intractable difficulties where principled solutions and open conversation are required. Here are a few of the most common myths about team performance.

Myth 1: Members of a successful team have more similarities than differences.
Reality: homogeneous teams in terms of functional and psychological characteristics are actually less effective. A team will be successful only if the leader, when forming it, focuses not on the similarities of its future members, but on how effectively they complement each other in different characteristics. Myth 2: Successful and professional teams must be socially and psychologically cohesive.
Reality: Members of successful teams know the difference between unity and unanimity, and, agreement and conformity. Unity and agreement are essential to team success, whereas there is no place for unanimity and agreement in a successful team. Cohesive and cohesive teamwork does not mean the absence of possible conflicts. Moreover, in a successful team of professionals, constructive conflicts can occur, contributing to team development and providing opportunities for each team member to fully express himself or herself.

Myth 3: Men are more effective and work better in the team than women.
Reality: In fact, any one-sided, monolithic approach, including gender, limits the team's capabilities. Men are more productive in the presence of women, while women are more productive in the presence of men and less bogged down by trivialities.

Myth 4: A team should have only one leader.
Reality: Successful teams respect the personal position of each team member and listen to different opinions. This is even more true if the person expressing their point of view on a particular issue has deep expertise in that area. Myth 5: Members of successful and effective teams communicate constantly.
Reality: Actually, the lack of constant communication is a significant sign of complete understanding among all team members, and it makes sense. In interpersonal interactions, constant communication occurs when there are a large number of issues, such as the distribution of roles within a team, and the more of these issues, the more time is spent talking, and therefore less time is left to work toward goals and results.

So, as practice shows, myths about the activity of teams in reality can only hinder productive teamwork and achievement of high results.