Can asking better questions build more effective teams?

The marketing industry spends a huge amount of time measuring effectiveness, but BMF’s Ed Hughes argues that we aren’t examining how to create more effective teams.

BMF’s Ed Hughes argues that asking better questions can create more effective teams. 

In the film Oblivion (2013), set amidst a dystopian future on Earth, an autonomous drone personified as Sally asks: “Are you an effective team?”

A human called Victoria, wide-eyed and anxious, knowing that her next words will define whether they live or die, replies “We’re great. Never better.”

It’s a moment of high stakes, but the sentiment is surprisingly relatable. And whilst hopefully no one’s workplace is ruled by an evil machine overlord (give it time), in today’s world we are all consistently measured on how effective we are – as individuals, teams, and partners.

In marketing and advertising, it’s almost ritualistic, with success scrutinised through surveys, sales, revenue, and awards. But while traditional effectiveness metrics focus on outcomes – ROI, sales, market share – are we always asking the right questions?

Because for now, and in most industries, we are people-centric (no, we’re not there yet, Sally). And in a people-led business, it’s often the emotional and behavioural inputs that drive effectiveness.

So, shouldn’t we be focusing on more pertinent questions that dig into how we treat each other in a business partnership, thereby shifting the focus on the input, before the output?

But what actually are these inputs for an effective partnership? What genuinely makes us “Great. Never Better”?

Patrick Lencioni’s The Five Dysfunctions of a Team highlights five pillars that, while often applied to internal teams, are equally relevant in building strong external partnerships.

The foundation is trust – not just in each other’s competence but also feeling safe enough to show vulnerability. Can you admit when you’re struggling? Do you trust your partner will act with integrity? Healthy conflict is also essential; a strong partner doesn’t avoid hard conversations but approaches them constructively. Effective partnerships are built on shared commitment to common goals and values – are both parties equally invested in success? There’s also accountability, which signals mutual respect and a commitment to high standards. And while results are the end goal, focusing solely on them without addressing underlying behaviours can lead to burnout and disengagement.

When these five elements all align, partnerships don’t just survive – they thrive. Trust becomes their competitive advantage.

But if we know what makes partnerships so effective, why do so many struggle? And if we know longer-lasting relationships tend to be more effective, do we put enough energy into establishing the right foundations, and then maintaining it?

That’s where the concept of love languages offers an interesting framework. While physical touch might not translate directly to a boardroom, the other four offer surprising insights into nurturing a high-performing partnership.

Words of Affirmation (expressing appreciation and recognition) are often the catalyst to driving a healthy team culture. How often do we thank our partners sincerely, specifically, and even publicly? Feeling valued fosters more loyalty and effort.

Acts of Service, like going the extra mile without being asked or solving a problem proactively, demonstrate commitment.

Receiving Gifts doesn’t mean extravagant tokens but thoughtful gestures, like celebrating a personal milestone, showing you see them as more than just a business associate.

And Quality Time makes a difference. Amidst the rush of deadlines, we should carve out moments to listen, collaborate, or even spend time outside of work together.

So how do you gauge if you’re truly effective, or going to be?

Here’s my punt at five simple questions. Some of these might seem trivial, sentimental, or even whimsical; some of you may even scoff at the second one. But these are deliberately fun examples that represent key behaviours – the invisible threads – that strengthen trust.

Importantly, asking these questions are what could make your partnerships not just effective in the short term, but enduring and transformative over the long haul:

How much fun do you have working together?

(Affirmations) How likely is your partner to celebrate you (or even send a sparkling heart emoji) when you share new work?

(Accountability) How likely is your partner to admit being wrong?

Or how safe do you feel telling your partner if you don’t like something?

(Acts of Service) How likely are you to go the extra mile for your partner?

Or how likely are you to spend time thinking about their business/brand in your free time?

(Quality time) How likely are you to spend time with this partner outside of work?

So, if you want a read on your future effectiveness, start by asking the right questions – those questions that focus on the emotional and behavioural aspects of your partnerships first, and not just the outputs and metrics.

If you have a process in place that covers some of these bases, can you enhance it further?

And next time you review your overall business performance, can you begin with: “Are we an effective team?”

If you spend more energy and focus here, you might find the rest of your business report reads: “We’re great. Never better.”

Edward Hughes is the client services director at BMF Australia.