In this episode of The Future of Teamwork Podcast, host Dane Groeneveld is joined by Mary Cianni, clinical associate professor in organizational consulting at NYU and author of The Consultant’s Compass. Drawing on decades of experience in human capital consulting, mergers and acquisitions, and executive education, Mary shares practical insights into how teams form, perform, and sustain effectiveness—particularly during periods of change and complexity.

The conversation explores why teamwork, not individual performance alone, is the primary driver of organizational outcomes in today’s environment. As organizations face increasing complexity, distributed work, and accelerating technological change, the ability to intentionally design and lead teams has become a critical leadership capability.

From Individual Psychology to Organizational Performance

Mary begins by describing her professional journey from clinical psychology to organizational consulting. Initially trained to work one-on-one with individuals, she became increasingly interested in how the same behavioral theories applied at the organizational and team level. Through hands-on corporate and consulting experience, she observed that most meaningful work (especially complex problem-solving) requires effective teamwork rather than isolated individual effort.

This shift in perspective led Mary to focus on human capital consulting, where she worked extensively with organizations undergoing mergers and acquisitions. These experiences highlighted how teams are frequently disrupted, dismantled, and reassembled, often without sufficient attention to identity, trust, and transition.

Team Identity, Transitions, and the “Trapeze Bar” Metaphor

A key theme in the discussion is the importance of shared identity in team performance. Mary explains that teams derive much of their effectiveness from a strong sense of “who we are,” which is often fractured during organizational change. In mergers and acquisitions, leaders must balance honoring past accomplishments with clearly defining a new future identity.

Mary introduces a powerful metaphor drawn from transition theory: the trapeze artist who must hold onto one bar until the next bar is firmly within reach. Teams cannot let go of their previous identity unless leaders provide clarity around what they are moving toward. Closing ceremonies, symbolic recognition, and explicit conversations about transition help teams move forward without losing momentum.

Why Staying Together Matters

Mary shares early career experiences that shaped her thinking about team design. She observed that teams were often disbanded just as they reached peak performance, only to be replaced with newly formed groups forced to repeat the same development cycle. This inefficiency led her to question why organizations rarely design systems to keep high-performing teams together long enough to fully leverage their collective capability.

A defining example came from managing a group of junior consultants working across multiple projects for the same client. Because the team remained intact, members developed deep trust, understood one another’s strengths, and seamlessly supported each other. The result was higher productivity, stronger relationships, and a level of candor that enabled honest, high-quality work.

Psychological Safety Beyond the Buzzword

The conversation also addresses psychological safety: an increasingly popular but often misunderstood concept. Mary emphasizes that psychological safety is not created through checklists or superficial behaviors, but through time, shared experience, and trust. Teams that work together consistently develop the confidence to offer honest feedback, challenge assumptions, and support one another without fear.

They discuss how psychological safety enables constructive conflict, which is essential for strong decision-making. Techniques such as assigning a devil’s advocate, separating ideas from individuals, and explicitly inviting disagreement help teams avoid groupthink while maintaining cohesion.

The Evolving Role of Consultants and AI

As technology and AI reshape the consulting profession, Mary offers a nuanced perspective on what can be automated versus what cannot. While AI can accelerate diagnostics, data analysis, and documentation, it cannot replace experience-based judgment, contextual insight, or human connection.

Mary argues that the future of consulting lies at the intersection of consulting and coaching. Consultants increasingly serve as thought partners who help leaders navigate complexity, influence stakeholders, and make difficult decisions. AI, rather than replacing this work, creates space for deeper strategic thinking, relationship-building, and compassion.

Tools, Neuroscience, and Modern Collaboration

The discussion highlights how collaboration tools and emerging neuroscience research reinforce what has long been known about teams. Technologies like shared documents, virtual collaboration platforms, and AI-driven note-taking reduce friction and allow teams to focus on conversation and decision-making rather than process management.

Mary also references neuroscience research on synchronicity, showing that when people work closely together, their brain activity begins to align. This alignment strengthens shared identity and improves performance, reinforcing the value of storytelling, informal conversation, and human connection—even in virtual environments.

Leadership, Decision-Making, and Accountability

Effective teams require clarity around purpose, authority, and accountability. Mary emphasizes that leaders must be explicit about whether a team is responsible for making decisions or providing input. Without this clarity, teams risk meeting fatigue, disengagement, and wasted effort.

Clear roles, defined outcomes, and visible progress markers help teams translate ideas into action. Celebrating milestones and acknowledging individual contributions further reinforces engagement and shared ownership.

This episode underscores that teamwork is not accidental: it is designed. High-performing teams are built through intentional leadership, sustained relationships, clear purpose, and trust developed over time. As organizations navigate ongoing change, the ability to design, lead, and participate effectively in teams will remain a defining capability for leaders and consultants alike.

🔗 Connect with Mary Cianni on LinkedIn

🔗 Find Mary’s Book on Amazon: The Consultant’s Compass