EKAITZ SAIES

Last Saturday, I gave a talk about training periodisation at my club in Oxford. Afterwards, I went out for dinner with my business partner, who attended my talk and whom I originally met at the same club a couple of years ago. We get on incredibly well, and one of the things that makes our partnership work is that we both accept being challenged as a way to make ourselves better.

So, I asked him for constructive feedback to improve my talk for next time. I shared a story about how stand-up comedians like Kevin Hart, Chris Rock, and Jerry Seinfeld refine their material for big theatres and audiences. They test their jokes in small clubs, keep only the funniest five minutes, and after accumulating enough tried-and-tested segments, they end up with a polished, hour-long monologue packed with the best moments. This process of continuous refinement resonated with us, leading to a deeper conversation about how high-performance organisations achieve greatness.

My business partner is a passionate motorsport senior engineer and an exceptional A-Player, and I’ve been fortunate to be part of teams that have relentlessly pursued excellence. Through our discussion, we both recognised a fundamental truth: the best organisations don’t settle for consensus; they embrace collaboration in its purest form.

The Difference Between Collaboration and Consensus

Most organisations strive for teamwork, yet many fall into a common trap: confusing collaboration with consensus. While both involve multiple perspectives, they are not the same—and understanding this distinction can be the difference between good and great.

Collaboration is about harnessing the diverse knowledge, experience, and values of each team member. It thrives on constructive debates, challenging assumptions, and pushing ideas to their full potential. In contrast, consensus often leads to watered-down decisions—choices made to satisfy everyone rather than to achieve the best possible outcome.

When teams prioritise consensus, they risk stagnation. Bold ideas get diluted, innovation slows, and the organisation settles for the least controversial option rather than the most effective one. True collaboration, however, is not about making sure everyone agrees—it’s about making sure the best ideas win.

The Challenge and Importance of Hiring A-Players

To build a culture of true collaboration, you need exceptional professionals—A-Players who bring not only expertise but also critical thinking, ambition, and a drive for excellence. These individuals challenge conventional wisdom, push for better solutions, and elevate the performance of those around them.

However, hiring A-Players is difficult for several reasons:

1. They Have High Standards – The best professionals seek environments where they can thrive, learn, and be challenged. They won’t settle for organisations that prioritise comfort over growth or that favour consensus over merit-based decision-making.

2. They Are in High Demand – Top talent is highly sought after, meaning companies must offer more than just competitive salaries. They need to foster a culture of innovation, autonomy, and purpose to attract and retain the best.

3. They Disrupt the Status Quo – A-Players don’t conform just to fit in; they challenge existing norms and push for continuous improvement. In organisations that fear conflict, this can be seen as a threat rather than a strength.

4. They Require Strong Leadership – Managing high performers is different from managing average employees. Leaders must be capable of guiding and aligning these individuals without stifling their creativity or drive.

Despite these challenges, hiring and retaining A-Players is crucial for achieving the best outcomes. They don’t just collaborate; they elevate the entire organisation. They make decisions based on insight and experience, not just consensus, ensuring that teams don’t settle for mediocrity.

Organisations that prioritise hiring and empowering top-tier talent will always have an edge. They create teams where collaboration thrives, innovation flourishes, and the best ideas—not just the most agreeable ones—lead the way.

If your goal is to achieve something extraordinary, don’t settle for consensus. Invest in the best people, foster a culture of collaboration, and create an environment where excellence is the only acceptable standard.

The conversation took a Jerry Seinfeld-worthy comedic turn, revolving around health and safety advice at desks—but I’ll save that story for another time.