High Performance Leadership: Build Teams That Consistently Win

Ever notice how some teams just keep winning, no matter what? It’s not always because they have the flashiest talent or the biggest budgets. The real difference comes from how they work together, how they communicate, and how their leaders guide them. High performance leadership isn’t about barking orders or micromanaging every move. It’s about setting the right tone, building trust, and making sure everyone knows their part in the bigger picture. If you’re looking to build a team that doesn’t just meet goals, but crushes them time and again, you’re in the right place. Here’s what it takes to get there.

Key Takeaways

• High performance leadership is about creating trust and clear direction, not just managing tasks.
• Teams that consistently win have open communication and know exactly what’s expected of them.
• Setting a shared vision and connecting each person’s work to the team’s bigger goals keeps everyone motivated.
• Handling disagreements well can actually make teams more creative and help them grow stronger together.
• Celebrating wins, learning from mistakes, and always looking for ways to improve is what keeps top teams on top.

Understanding High-Performing Teams

So, what exactly makes a team truly excel? It’s not just about gathering a bunch of talented people and hoping for the best. High-performing teams are built with intention. They’re the ones who seem to hit every deadline without breaking a sweat, where people naturally help each other out, and where goals aren’t just met, they’re often blown past. It’s about more than just individual skill; it’s about how those skills come together.

Defining Team Excellence

Team excellence means a group consistently achieves outstanding results, not just once in a while, but as a regular thing. Think about it: meetings wrap up with clear next steps, problems get solved collaboratively instead of turning into blame games, and when things get tough, team members step up for each other without needing to be asked. These teams manage to do great work while keeping their members happy and engaged. They’re good at rolling with the punches, adapting to changes, and staying focused on what matters.

The Business Case for High Performance

Why should leaders care about this? Because high-performing teams make a real difference to the bottom line. They’re often more productive and profitable than average teams. Plus, they tend to have happier customers. When people feel good about their work and their team, they stick around longer, which saves the company money on hiring and training. It’s a win-win situation that drives innovation and keeps the organization competitive.

Building a team that consistently performs at a high level requires a deliberate strategy. It’s about creating an environment where people feel safe to contribute, where their ideas are heard, and where everyone understands how their work fits into the bigger picture. This intentional approach is what separates teams that just get by from those that truly succeed.

Beyond Individual Talent: Collective Strength

It’s easy to think that if you hire the best individuals, you’ll automatically get the best team. But that’s not always the case. The real magic happens when those individuals learn to work together effectively. It’s about creating a shared vision and making sure everyone is rowing in the same direction. This collective strength means the team can achieve things that no single person could do alone. It’s about collaboration, mutual support, and a shared commitment to success, which you can learn more about in essential leadership skills.

Here’s a quick look at what sets these teams apart:

• Clear Goals: Everyone knows what they’re working towards and why it’s important.
• Open Communication: Ideas and concerns are shared freely and respectfully.
• Mutual Trust: Team members rely on and support each other.
• Defined Roles: Each person understands their responsibilities and how they contribute.
• Adaptability: The team can adjust to changes and overcome obstacles.

This kind of teamwork doesn’t just happen; it’s cultivated. It requires leaders who understand how to bring people together and create an environment where everyone can do their best work, contributing to the company’s overarching mission.

Cultivating a Foundation of Trust and Respect

Building a team that actually performs well—again and again—all starts with trust and mutual respect. When people believe in each other and treat one another with dignity, the work feels different. It’s not about being best friends or agreeing on everything. It’s about knowing your team has your back, and you have theirs.

Building Psychological Safety

The best teams aren’t afraid to make mistakes or speak up about problems. Psychological safety means anyone can share an idea, raise a question, or admit a slip-up without fearing backlash or embarrassment. It’s risky to do new things or push boundaries if you don’t feel safe, so this environment has to come from how everyone interacts, especially leaders. Leaders can start by:

• Admitting their own mistakes and showing it’s okay to not have all the answers.
• Encouraging every voice, not just the loud ones.
• Creating space for honest talks, even if things get uncomfortable.

When teams feel secure, small failures turn into lessons, not finger-pointing matches or silent grudges.

Valuing Diverse Perspectives

A team isn’t a copy-paste group of similar thinkers—different backgrounds, experiences, and skills fuel creativity and better decision making. Teams that do well long-term are made up of many types of people, and they understand that a mix of perspectives is what drives success. To genuinely value this:

• Ask for opinions from people who don’t always speak up first.
• Share wins that come from an unusual idea or a change in direction.
• Discuss differences openly when they arise, not just glossing over them or pretending they’re not there.

To see how trust is built through leadership actions like reliability and compassion, check out leadership actions for organizational trust.

Fostering Open Communication

Teams fall apart fast when people hold back or misunderstand each other. Regular, real conversations—where information flows both ways—can stop problems before they start. Leaders must model the kind of open talk they expect:

• Make time for frequent check-ins, not just during problems.
• Invite feedback—both good and bad—and genuinely listen.
• Be upfront about challenges, changes, or even personal growth gaps.

A simple table can help track some steps for trust and communication:

For more about building trust through daily appreciation and active listening, visit active listening and feedback practices.

When trust and respect are the baseline, teams don’t worry so much about ‘being right’—they focus on getting things right, together.

Establishing Clear Purpose and Goals

It sounds simple, right? Give people a goal and tell them what to do. But honestly, it’s way more involved than that. When a team doesn’t have a clear idea of where they’re headed or why it even matters, things get messy. People start pulling in different directions, effort gets wasted, and you end up with a lot of confusion instead of progress. A team that knows its purpose and goals moves with intention.

Articulating a Unified Vision

Think of a team’s vision as its North Star. It’s the big picture, the ultimate destination. Without this shared vision, individual efforts can feel disconnected, like pieces of a puzzle that don’t quite fit together. Leaders need to paint a compelling picture of what success looks like, making sure everyone understands not just the "what" but the "why" behind the work. This isn’t just about stating objectives; it’s about creating a shared understanding that fuels motivation and direction. It’s about building a clear vision and purpose that everyone can rally behind.

Collaborative Goal-Setting Processes

Goals shouldn’t just be handed down from on high. When teams get to participate in setting their own goals, they feel a greater sense of ownership. This means involving everyone in discussions about what success looks like, how you’ll measure it, and what steps are needed to get there. Using frameworks like OKRs or SMART goals can help make sure everything is specific and trackable. It’s about creating effective team goals that are practical and agreed upon.

Here’s a way to approach collaborative goal setting:

• Brainstorm: Start with an open session where everyone can share ideas about what the team should aim for.
• Prioritize: Discuss and rank the brainstormed ideas to identify the most important objectives.
• Define: For each chosen objective, clearly state what needs to be achieved, how success will be measured, and by when.
• Assign: Determine who is responsible for what aspects of achieving the goals.

Connecting Individual Roles to Mission

Once you have the team’s vision and goals, the next step is to show each person how their specific job fits into the bigger picture. When someone understands how their daily tasks contribute to the team’s overall mission, their work gains meaning. This connection helps people see the value in their contributions and motivates them to perform better. It’s about making sure everyone feels like a vital part of the team’s journey, not just someone checking off tasks. This alignment is key for collective ownership of goals.

Ambiguity about "who does what" wastes time and creates missed opportunities. When roles are clearly defined and connected to shared objectives, teams move faster and support each other more effectively.

Defining Roles and Streamlining Communication

When a team is humming along, it often feels like magic. Everyone just knows what to do, and things get done without a lot of fuss. A big part of that smooth operation comes down to two things: making sure everyone knows their job, and having good ways to talk to each other. Without clear roles and open communication, even the most talented people can get stuck.

Think about it like a band. The guitarist knows their part, the drummer keeps the beat, and the singer handles the melody. If everyone started playing a different song or trying to do the same thing, it would just be noise. It’s the same with work. When people understand their responsibilities and how they fit into the bigger picture, things move much faster and with fewer bumps. This clarity prevents confusion over who is supposed to do what, keeps projects organized, and makes sure everyone is accountable for their piece of the puzzle. It’s about alignment, not rigid job descriptions. We want people to know their tasks, but also how those tasks help the team reach its goals. This is a key part of building a high-performance team.

Ensuring Role Clarity and Accountability

Getting this right means making sure everyone understands their specific duties and who is in charge of what. It’s not about micromanaging, but about setting up a structure where people can do their best work without stepping on each other’s toes or leaving gaps.

• Document Responsibilities: Create a simple document or chart that lists each person’s main duties and areas of ownership. This doesn’t need to be a novel, just a clear outline.
• Define Decision-Making Power: Be clear about who has the final say on different types of decisions. This avoids delays and frustration.
• Regularly Review Roles: As projects change or the team grows, roles might need adjusting. A quick check-in every few months can keep things clear.

Ambiguity about ‘who does what’ wastes time, duplicates effort, and creates missed opportunities. When roles are clearly defined, teams can move faster, support each other, and stay focused on achieving results.

Implementing Effective Communication Systems

Having the right ways to talk and share information is just as important as knowing your role. It’s about making sure the right information gets to the right people at the right time, using the best method available.

Here’s a look at how different communication methods can be used:

Setting up these systems helps prevent information silos and makes sure important knowledge flows freely. It’s about more than just picking tools; it’s about having clear rules for how we communicate, from quick chats to big problem-solving sessions. These practices are often covered in leadership workshops.

Facilitating Knowledge Sharing

High-performing teams don’t keep good ideas or useful information to themselves. They create an environment where sharing knowledge is encouraged and easy. This means team members feel comfortable sharing their skills and experiences, and others are eager to learn.

• Create ‘Show and Tell’ Sessions: Have team members briefly present a skill they have or a project they worked on, explaining how it could help others.
• Use a Shared Knowledge Base: Set up a wiki, shared drive, or internal blog where people can document processes, solutions, and best practices.
• Encourage Cross-Training: When possible, have team members learn aspects of each other’s roles. This builds understanding and backup capacity.

Driving a Results-Oriented Focus

A results-oriented team puts getting things done at the center of what they do—no one loses sight of the target, and everyone knows progress counts for more than just good intentions. When teams set clear performance targets and track their progress, real results happen. This focus on output keeps energy high and keeps little issues from ballooning into bigger ones that drag everyone down.

Setting Clear Performance Targets

Let’s call it what it is: if your team doesn’t know exactly what they’re aiming for, things get messy, fast. Setting well-defined goals keeps everyone aligned. Teams need to:

• Decide on a small set of specific, measurable goals everyone can rally behind.
• Use frameworks like OKRs or SMART goals to make targets clear-cut.
• Get input from the whole team, so targets work for more than just the boss.

Look at this simple table for how goals should stack up:

Tracking Progress and Celebrating Milestones

Just setting targets isn’t enough—your team has to see their progress. That means regular updates and an honest look at what’s working (and what’s not).

• Put up dashboards everyone checks daily or weekly
• Schedule short check-ins to call out blockers and move forward
• Celebrate little wins, not just final results—recognize progress in real time

Sometimes, seeing the needle move—even just a little—makes all the difference. Celebrating those moments pushes the team forward and keeps spirits high when the work feels never-ending.

Balancing Efficiency with Quality

It’s easy for results-driven teams to focus so hard on speed that they forget about quality. The trick is—don’t fall for it. Being fast means nothing if what you deliver doesn’t stand up to real use. Here are three ways teams keep this balance:

1. Agree on quality standards upfront, so there’s no guessing.
2. Spot-check work at each phase, not just the end.
3. Adjust workloads to avoid burning out—no one wins if the team flames out in three months.

Building this kind of focus doesn’t just improve numbers; it changes how people approach problems. Consistency beats the occasional big win, and teams that really click hold each other to these standards.

For more on how leaders can direct their team’s energy toward the right results, take a look at setting clear leadership goals that sharpen focus and drive better outcomes.

The Leader’s Role in Unlocking Potential

It’s easy to think that high performance just happens, like magic. But really, it’s the leader’s job to make it happen. You’re not just managing tasks; you’re creating the space where people can actually do their best work. This means setting goals that are tough but doable, clearing out the junk that slows everyone down, and showing your team what good looks like by being that example yourself.

Setting Ambitious Goals

Leaders need to push boundaries. This isn’t about setting impossible targets, but about challenging the team to reach a little further than they thought they could. Think about it like training for a marathon – you don’t start by running 26 miles. You build up, bit by bit. The same applies here. When you set goals that stretch people, you show them you believe in their ability to grow. This belief is a powerful motivator. It’s about aiming for what’s next, not just what’s comfortable. For leaders looking to build this capability, exploring leadership development programs can offer structured ways to improve goal-setting strategies.

Removing Barriers to Progress

Sometimes, the biggest obstacle isn’t a lack of effort, but a lack of resources or clear processes. Your job as a leader is to spot these roadblocks and get rid of them. This could be anything from sorting out confusing paperwork to getting the right tools for the job. It’s about making the path smoother so your team can focus on what they do best. When you clear the way, you’re not just helping them; you’re showing them that you’re invested in their success and that their time is respected.

Modeling Desired Behaviors

People watch what their leaders do, maybe even more than what they say. If you want your team to be honest, you need to be honest. If you want them to work hard and be dedicated, you need to show that same commitment. This means being transparent, owning up to mistakes, and always striving to improve. It’s about walking the walk. When leaders consistently show the behaviors they expect, it builds a strong foundation of trust and respect. This kind of leadership is key to developing strong teams.

Building a high-performing team isn’t just about hiring talented individuals; it’s about creating an environment where those talents can flourish. This involves a leader’s active role in setting direction, clearing obstacles, and embodying the very qualities they wish to see in their team members. It’s a continuous process of enabling and inspiring.

Investing in Personal Connections and Development

It’s easy to get caught up in deadlines and project goals, but sometimes we forget that teams are made of people. Real people with their own ambitions and things they want to get better at. Taking the time to actually know your team members as individuals makes a huge difference. It’s not just about making them feel good, though that’s part of it. When you understand what drives someone, what they’re trying to learn, and where they see themselves going, you can help them grow in ways that also benefit the team. This builds a stronger connection, and honestly, people work better when they feel seen and supported.

Understanding Individual Motivations

People aren’t robots. They come to work with different life experiences and personal goals. Some might be looking to climb the corporate ladder, others might want to master a specific skill, and some might just want a better work-life balance. Figuring out these individual drivers is key. It helps you assign tasks that play to their strengths and also push them a little outside their comfort zone in a way that feels meaningful to them. This isn’t about prying; it’s about paying attention during conversations and noticing what excites them.

• Career Aspirations: Where do they see themselves in 1, 3, or 5 years?
• Skill Development: What specific abilities do they want to improve or learn?
• Work-Life Balance: What are their priorities outside of work that impact their energy and focus?
• Recognition Preferences: How do they best feel appreciated for their efforts?

Building these personal connections isn’t just a ‘nice-to-have.’ Research shows that teams with strong relationships are significantly more likely to succeed. It creates a foundation of mutual care and a shared desire for collective wins. Strong relationships matter.

Conducting Development-Focused One-on-Ones

Your regular check-ins are prime time for this. Instead of just talking about the latest project status, make sure to dedicate a chunk of time to discuss their personal growth. Ask open-ended questions about their challenges, what they’re learning, and what support they need. It’s a chance to offer guidance, point them toward resources, or even just listen. This kind of focused conversation shows you’re invested in their journey, not just their output. It’s about building a partnership in their development.

Encouraging Sharing of Goals and Interests

Create an environment where it feels safe for people to share their personal goals and interests. This could be through team-building activities, informal chats, or even just by modeling the behavior yourself. When leaders are open about their own learning and development, it gives others permission to do the same. You might be surprised to find common interests or complementary skills that you wouldn’t have known about otherwise. This shared knowledge can spark new ideas and strengthen the team’s overall cohesion. Leadership training can help leaders build these skills. It’s about creating a space where everyone feels comfortable being themselves and contributing their unique talents.

Leveraging Conflict for Creativity

When you get a group of smart, driven people together, sparks are bound to fly. That’s not a bad thing, though. In fact, disagreements, when handled right, can be a goldmine for new ideas and better decisions. High-performing teams don’t shy away from tension; they use it. They see differing opinions as a chance to really dig into assumptions and find stronger solutions.

Viewing Disagreements as Opportunities

Think about it: if everyone on your team agrees on everything all the time, are they really thinking critically? Probably not. True innovation often comes from challenging the status quo, and that naturally leads to different viewpoints. The goal isn’t to eliminate conflict, but to transform it from a potential roadblock into a catalyst for creativity. When team members feel safe to voice dissent respectfully, they’re also more likely to share those out-there ideas that could lead to a breakthrough. This kind of environment helps teams turn challenges into opportunities.

Managing Diverse Perspectives Constructively

So, how do you make sure these differing views lead to good outcomes and not just arguments? It starts with setting clear ground rules for discussion. Everyone needs to feel heard, and that means practicing active listening and responding thoughtfully, not just waiting for your turn to talk. It’s about understanding the other person’s point of view, even if you don’t agree with it. This approach helps build trust and keeps the conversation productive. Leaders play a big part here by modeling this behavior and stepping in if things get too personal.

Here are a few ways to manage disagreements well:

• Normalize healthy debate: Make it clear that disagreeing is okay and even expected.
• Address issues early: Don’t let small tensions fester and grow into bigger problems.
• Respect differences: Acknowledge other viewpoints, even when you disagree.

When teams can navigate disagreements effectively, they build stronger bonds and become more adept at problem-solving. It’s about creating a space where varied emotional states can actually fuel innovation, rather than derail it [2240].

Transforming Challenges into Innovation

When conflict is managed well, it can lead to some pretty amazing results. Teams that are comfortable with constructive conflict are often more creative and make better choices. They’re not afraid to experiment or push boundaries. This willingness to explore different angles, even when it’s uncomfortable, is what separates average teams from those that consistently win. It’s about embracing the complexity that comes from different ideas and using it to find novel solutions [7930]. Leaders who can guide their teams through these discussions help them grow and adapt, which is key for navigating organizational disruptions.

Fostering Adaptability and Resilience

Things change. That’s just how it is, right? One minute you’re cruising along, and the next, a curveball comes your way. For teams, this means being ready to pivot without falling apart. It’s not just about bouncing back; it’s about learning and growing stronger from whatever comes up. Teams that can roll with the punches are the ones that stick around and keep winning.

Navigating Organizational Disruptions

When the ground shifts under your feet, what does your team do? Do they freeze, or do they find a new footing? It’s easy to get stuck when plans go sideways. Think about it: a project gets a sudden budget cut, or a key client changes their mind. Instead of just reacting with panic, a resilient team looks for solutions. They might re-prioritize tasks, find creative ways to use existing resources, or even brainstorm entirely new approaches. It’s about seeing disruptions not as roadblocks, but as detours that might lead somewhere interesting. Leaders can help by being upfront about changes and involving the team in figuring out the next steps. This kind of collaborative problem-solving builds confidence and makes everyone feel more in control, even when things are uncertain. Learning how to make decisions stick is a big part of this process [624d].

Promoting a Growth Mindset

This is where the idea that you can always get better comes in. If people believe their abilities are fixed, they’ll shy away from challenges. But if they think they can develop their skills through effort, they’ll jump at the chance to try something new, even if it’s hard. A team with a growth mindset doesn’t see mistakes as failures, but as chances to learn. They’re more likely to experiment and take smart risks because they know that even if something doesn’t work out perfectly, they’ll gain something from the experience. Leaders can encourage this by celebrating effort and learning, not just perfect outcomes. It’s about creating an atmosphere where trying new things is encouraged, and setbacks are seen as part of the journey.

Supporting Holistic Well-Being

It sounds simple, but it’s often overlooked: people need to be okay, mentally and emotionally, to do their best work. When teams are constantly stressed or burnt out, their ability to adapt and be resilient goes way down. Think about it like a car – if the engine is overheating, it’s not going to perform well. Leaders need to pay attention to how their team members are doing. This means encouraging breaks, respecting work-life balance, and making sure people have the support they need. It’s not just about being nice; it’s about building a sustainable team that can handle pressure over the long haul. When people feel cared for, they’re more likely to stick with the team and give it their all, even when things get tough. Building this kind of support is key to creating truly resilient teams [b99b].

Being adaptable means your team can handle unexpected shifts without losing its way. It’s about having the mental flexibility to adjust plans and the emotional strength to keep going when things get tough. This isn’t just about surviving change; it’s about using change as a chance to get better and stronger.

Sustaining Long-Term Team Success

Building a team that consistently hits it out of the park is one thing, but keeping that momentum going? That’s the real challenge. It’s not just about having a great start; it’s about creating a system where excellence becomes the norm, not just a fleeting moment. This means putting in place routines and practices that keep the team sharp, motivated, and ready for whatever comes next. The goal is to make high performance a habit.

Implementing Regular Feedback Routines

Think of feedback like regular tune-ups for a car. You wouldn’t wait for the engine to seize up before checking the oil, right? The same applies to teams. Consistent, constructive feedback helps catch small issues before they become big problems. It’s about creating a culture where giving and receiving feedback is normal, not scary.

• Scheduled Check-ins: Beyond formal reviews, set up brief, regular touchpoints. These could be weekly team huddles or bi-weekly one-on-ones.
• Focus on Behavior, Not Personality: Frame feedback around specific actions and their impact, rather than making it personal. For example, instead of saying "You’re not a team player," try "When you didn’t share the project update, it caused a delay for the next stage."
• Two-Way Street: Encourage team members to provide feedback to each other and to you. This builds trust and shows you value their perspectives.

Effective feedback isn’t just about pointing out what’s wrong; it’s about identifying opportunities for growth and reinforcing what’s working well. It’s a continuous conversation, not a one-time event.

Recognizing and Rewarding Performance

People need to know their hard work is noticed and appreciated. When a team achieves something significant, or even just puts in exceptional effort, acknowledging it makes a huge difference. This isn’t just about handing out bonuses, though that can be part of it. Recognition can take many forms, and what matters most is that it feels genuine.

Here are a few ways to mix it up:

• Public Praise: A shout-out in a team meeting or company-wide email can go a long way.
• Private Appreciation: A sincere thank-you note or a brief conversation acknowledging specific contributions.
• Growth Opportunities: Offering chances to lead a new project, attend a conference, or take on more responsibility can be a powerful reward.
• Team Celebrations: Sometimes, just getting together for a meal or a fun activity to mark a success is the best way to go. Building a leadership culture can help align these efforts.

Continuous Learning and Improvement

The world keeps changing, and so should your team. High-performing teams aren’t static; they’re always looking for ways to get better. This means encouraging curiosity, allowing for experimentation, and learning from both successes and failures. It’s about building a team that’s not afraid to adapt and evolve. Leaders play a big part in this by supporting leadership development strategies and showing they are open to new ideas themselves. Remember, a team that stops learning is a team that starts to fall behind. We can see how different organizational leadership approaches impact this continuous improvement cycle.

Keeping a team strong for a long time takes more than just good work. It’s about building trust, helping everyone grow, and making sure people feel valued. When teams work well together over time, they can achieve amazing things. Want to learn how to make your team last and succeed? Visit our website for tips and strategies.

Bringing It All Together

So, we’ve talked a lot about what makes teams really click and consistently hit their goals. It’s not just about hiring the smartest people, that’s for sure. It’s about building something together – a place where everyone feels heard, knows what they’re doing, and trusts each other. When you get that right, with clear goals and a willingness to adapt, you create a team that doesn’t just perform, it wins. Keep focusing on these ideas, and you’ll see your teams start to achieve more than you thought possible.

Frequently Asked Questions

What makes a team a ‘high-performing’ team?

A high-performing team is one where everyone works together really well. They achieve their goals consistently, communicate openly, and trust each other. It’s like a sports team that always wins because they practice, communicate, and support each other perfectly.

Why is trust so important for a team?

Trust is like the glue that holds a team together. When people trust each other, they feel safe to share ideas, admit mistakes, and ask for help. This makes it easier for them to work together and solve problems without fear.

How do leaders help teams perform better?

Leaders don’t just tell people what to do. They set clear goals, help remove anything that’s stopping the team from doing its best work, and show the team how to act by being good examples themselves.

What’s the best way to set goals for a team?

It’s best when everyone on the team helps decide the goals. This way, everyone understands why the goals are important and how their own work helps the team reach them. It makes people more motivated.

Should teams avoid arguments?

Not really! Arguments can actually be good if handled the right way. When people with different ideas discuss things respectfully, it can lead to new and better solutions that no one thought of alone.

How can teams handle changes or tough times?

Teams that are good at handling change are flexible and open to new ideas. They learn from challenges and bounce back quickly. Leaders can help by teaching them how to adapt and by creating a safe space to try new things.

Is it important for team members to know each other personally?

Yes, it really helps! When leaders take the time to understand what makes each person tick – their goals and interests – it builds stronger connections. This makes the team more united and willing to work hard together.

How do you keep a team performing well over time?

You have to keep checking in, giving feedback, and celebrating successes. Also, encourage everyone to keep learning and improving. It’s about making sure the team stays strong and gets even better, not just for a little while, but for the long run.