The Power of a Positive Team

What makes some teams thrive under pressure while others crumble when things get tough? In The Power of a Positive Team, Jon Gordon argues that the secret lies not in strategy, skill, or raw talent, but in positivity—a cultivated, resilient, team-centered mindset that transforms groups of individuals into unified forces capable of extraordinary performance. Gordon contends that positivity isn’t just about being cheerful or ignoring reality. Instead, it's about consciously choosing optimism, belief, and purpose even when circumstances are tough, and using those attitudes to propel the team forward.

Drawing from years of working with sports organizations, businesses, schools, and nonprofits, Gordon shows that success depends on what’s happening inside the team, not outside. Teams become great by shaping a shared culture rooted in optimism, accountability, and care. Negative forces—fear, ego, cynicism—exist in every organization, but positive teams learn to override them through deliberate communication, encouragement, and faith in one another.

Positivity as a Competitive Advantage

Gordon begins with a compelling proposition: positivity is not fluff—it’s a measurable, strategic advantage. He cites Duke University research showing that optimistic people succeed more often in business and politics. Studies on team dynamics reveal that positive interactions promote engagement and peak performance. Teams fueled by optimism attract talent, encourage creative contributions, and sustain momentum even in adversity. Much like Wayne Baker’s research on energizing relationships, Gordon illustrates that positive energy is contagious and creates a feedback loop that enhances every member’s effort.

The Heart of a Positive Team

At its core, a positive team blends three elements: belief, trust, and purpose. They confront real challenges without denial and maintain optimism rooted in shared vision. Gordon contrasts optimistic teams—who find opportunity in setbacks—with negative ones that dwell on problems and deteriorate under pressure. He shows, through stories like the Clemson football team under Dabo Swinney or Alan Mulally’s turnaround at Ford, that teams aligned around belief and purpose can outperform raw talent.

A Purpose Larger than Winning

Gordon expands on this idea by integrating lessons from both sports and business. Alan Mulally’s “One Ford” initiative united thousands of employees under a shared purpose—creating cars people loved. Similarly, Organic Valley prospered by focusing on helping farmers and families instead of chasing revenue targets. These examples demonstrate that when you connect individual motivation to a larger “why,” people give more energy and commitment. As Gordon says, teams don’t fail from exhaustion—they fail when they forget their purpose.

Belief, Communication, and Connection

From belief comes energy, and from communication comes unity. Gordon emphasizes that teams must keep their collective belief alive and nurture it through optimism, active encouragement, and authentic relationships. He recounts Swinney’s use of the “Believe” sign at Clemson and stories from leaders like Miami Heat coach Erik Spoelstra, who prioritize culture and connection over tactical perfection. Positive teams listen deeply, celebrate openly, and talk to themselves—not their fears—to sustain confidence (a lesson inspired by Dr. James Gills completing a double triathlon).

Transforming Negativity to Resilience

Of course, positivity doesn’t mean ignoring negativity. Gordon insists every team must confront it head-on. His “No Energy Vampires” principle urges teams to identify and transform those who drain energy, or, if transformation fails, remove them to protect morale. Negativity can’t just be ignored—it must be weeded out and replaced with optimism and purposeful action. The goal isn’t to ban disagreement but to encourage positive conflict—the kind that improves truth, accountability, and performance rather than spreading fear or blame.

The Cycle of Positivity and Growth

Throughout the book, Gordon builds a cycle of growth: positive culture fosters connection; connection strengthens commitment; commitment reinforces care; care drives collective excellence. Teams communicate to connect, connect to commit, and commit to get better. This pattern turns positivity into tangible performance. Whether it’s the Miami Heat defying midseason losses or the University of Virginia tennis team forging championship bonds through family storytelling, he reminds you that positive unity always beats fragmented talent.

Why It Matters to You

Gordon’s message applies far beyond locker rooms or boardrooms. Whether you lead an office, classroom, or creative project, you’re part of a team that faces conflict, fatigue, and doubt. This book shows that by choosing belief over fear, gratitude over entitlement, and communication over silence, you can transform any team from surviving to thriving. The power lies inside you and your team—it starts from the inside out. As Gordon frames it beautifully, “The best teams don’t give up when things look bleak. They overcome the negative with belief, optimism, and care.”

In the pages that follow, you'll explore how positive teams create cultures of excellence, unite around purpose, feed optimism, connect deeply, commit selflessly, and continually strive to improve. Gordon’s stories—from athletes and CEOs to teachers and everyday heroes—prove that positive teamwork isn’t just motivational—it’s operational. It’s how you build something that lasts.

Behind every great team is an intentional, living culture. Jon Gordon describes culture as the invisible foundation guiding how people think, act, and interact. It’s the unwritten rulebook that defines everything from communication style to shared values. You don’t stumble into culture—you create it. The book emphasizes that culture isn’t static; it’s dynamic and shaped daily by everyone on the team, not just top leaders.

Culture Drives Behavior

Gordon uses memorable examples to show how culture drives expectations and habits. He tells the story of his lacrosse team at Cornell, contrasting his sophomore year’s championship culture with the disappointing senior year when that spirit was lost. The talent remained, but the mindset shifted. Without a thriving culture, results collapsed. This pattern mirrors what Boston Celtics coach Brad Stevens calls “You win in the locker room before you win on the court.” Culture determines whether strategy works.

Make Your Culture Intentional

Positive teams don’t accept whatever culture develops—they design it. Apple’s founders embedded challenge and innovation into their DNA, proving why “culture beats strategy.” Gordon encourages you to clarify your team’s values and choose who you want to be. He recounts how Southwest Airlines once refused to charge baggage fees because it didn’t align with their purpose: connecting people through friendly, low-cost travel. When you know what you stand for, decisions become simple and consistent.

Focus on the Root, Not the Fruit

One of the most powerful metaphors Gordon shares is about tending the roots instead of obsessing over fruit. Too many teams fixate on outcomes—sales, wins, rankings—without cultivating the relationships and attitudes that produce those results. “If you focus on the fruit and ignore the root, the tree will die,” he cautions. By investing in people and process—the cultural root—you’ll inevitably enjoy a rich harvest of wins, innovation, and growth.

Your Energy Is Contagious

Culture isn’t just rituals—it’s emotional energy. Gordon references HeartMath Institute and Harvard studies on emotional contagion to explain how moods influence peers within ten feet. Every team member broadcasts energy. You’re either a germ infecting others with negativity or a vitamin charging the group with enthusiasm. Great teams choose to be “Vitamin C”—feeding encouragement, optimism, and purpose into their environment.

Define Who You Want to Be

Gordon challenges teams to answer a crucial question: “What do we want to be known for?” Whether it’s a school defining its mission or a business clarifying its priorities, this exercise turns vague goals into cultural anchors. He references South­west’s reflective question—“Is this what we stand for?”—which ultimately shaped both their financial success and their identity. When your culture dictates decisions, you’ve built something that lasts.

The chapter concludes by reminding you that the power is on the inside. You can’t control the economy, competition, or external forces—but you can control how your team communicates, supports, and works together. Every moment contributes to your culture. Choose positivity, accountability, and unity, and you’ll create an atmosphere that can withstand anything outside.

What happens when everyone on your team knows exactly where they’re going and why? In Gordon’s framework, a shared vision and greater purpose act as the engine that turns individual ambition into collective movement. Without them, effort scatters. With them, teams gain focus, passion, and resilience that supersede setbacks.

The North Star of Shared Vision

Alan Mulally’s turnaround of Ford offers a prime example. Facing $12 billion in losses, he united thousands under a single rallying cry—“One Ford.” It wasn’t just a slogan; it became a compass. Employees aligned behind a shared plan and a single purpose. Gordon highlights how the clarity of a North Star vision allowed Ford to survive the Great Recession when competitors faltered. You, too, need a vision that everyone can see and believe in.

Purpose Beyond Performance

Research shows people work harder when their goals serve something larger than themselves. Gordon illustrates this through Charles and Esther Mully, who sold everything to rescue thousands of orphans in Kenya. Their organization, Mully Children’s Family, turned personal pain into purpose, transforming lives worldwide. Similarly, Organic Valley prospered by focusing on farmer welfare and sustainability rather than profit targets. These teams prove that purpose-driven goals generate more motivation than spreadsheets ever could.

From Mission to Action

Every vision needs a mission—the practical expression of your purpose. Gordon encourages combining the two: “a team with vision that’s on a mission.” He also introduces a useful metaphor: carry both a telescope and a microscope. The telescope keeps you focused on the long-term horizon; the microscope helps you target daily details. Without one, you drift. Without the other, you lose purpose in the grind.

Keeping Vision Alive

Visions fade unless you nurture them. Cornell lacrosse’s red hard hat, honoring fallen teammate George Boiardi, became a tangible reminder of purpose and heart. Gordon advocates rituals, meetings, and symbols to keep your “why” visible. Even his own family uses Sunday meetings to renew shared goals—an example of how small practices sustain focus in everyday life.

Everyone on the Bus

Finally, inclusion matters. Vision isn’t just for executives or coaches—it must include everyone who impacts the team. Gordon tells how Superfeet’s CEO invites employees and spouses to planning retreats so each understands the mission. When everyone who touches your organization knows the vision, commitment compounds. The bus moves faster when every passenger drives momentum in the same direction.

When teams embrace shared vision and greater purpose, they don’t just achieve goals—they create meaning. You’ll stop asking “How do we win?” and start asking “Why does winning matter?” That shift is the foundation of true excellence.

Positivity is the glue that binds the best teams through adversity. In this section, Gordon explores the psychology and practices that sustain optimism even when circumstances are grim. He reminds you that it’s easy to be upbeat when you’re undefeated—real positivity shows up after the first loss or challenge.

Stay Positive Together

Teams often start the year enthusiastic but become discouraged as obstacles mount. Gordon shares stories from principal Windy Hodge, whose school transformed by focusing on what was going right instead of wrong. By intentionally feeding daily positivity, they replaced burnout with joy. The takeaway: positivity is not a launch emotion—it’s an endurance strategy. Choose to stay positive together through defeats, and success follows naturally.

Believe Together

Dabo Swinney’s transformation of Clemson football into a powerhouse rests on belief. When he took over, “Clemsoning” meant losing games they should win. He instilled collective faith in greatness—symbolized by signs saying “I Can” and “Believe.” Years later, quarterback Deshaun Watson’s rallying cry “Let’s be legendary” led them to a championship win against Alabama. Gordon’s point: believing in your leader is powerful, but believing in each other amplifies everything. Faith and hope are stronger than fear.

Encourage and Feed the Positive Dog

Gordon retells his fable about two dogs—the positive and the negative—inside every person. The one you feed wins. Teams must intentionally nourish optimism through encouragement. He recounts running a grueling five-mile race and finishing only because of friends’ support. Encouragement builds resilience; isolation fuels surrender.

Talk to Yourself, Not Listen to Yourself

Dr. James Gills, who completed double triathlons at age 59, revealed his secret: “I talk to myself instead of listen to myself.” Listening breeds fear and fatigue; speaking truth reinforces confidence. Use affirmations, gratitude, and belief to rewrite self-talk. Gordon stresses that fear is a liar—replace it with faith in a positive future.

Transform Setbacks into Opportunities

Through concepts like L.O.S.S.—“Learning Opportunity, Stay Strong”—Gordon reframes adversity as growth. When Dwight Cooper’s firm lost business in the recession, they founded three new divisions instead of quitting. Failure became a catalyst for innovation. Likewise, teams that “think like rookies” rediscover passion and adaptability when veteran fear sets in.

Ultimately, belief is contagious. Whether you’re facing Murphy’s Law, market downturns, or halftime deficits, positive teams transform defeat into momentum by believing, encouraging, and feeding faith together. As Gordon says, fear and faith both imagine the future—why not choose faith?

Every team encounters negativity, but few confront it strategically. Gordon asserts that ignoring negativity is fatal to culture—it spreads like mold when left untreated. The only solution is intentional transformation or removal.

No Energy Vampires Allowed

Negativity drains teams faster than failure. Gordon popularized the idea of “No Energy Vampires Allowed”—a slogan adopted by leaders like Coach Mark Richt at the University of Georgia, who illustrated it with a wall of shame featuring those caught spreading toxic attitudes. It worked. The team reversed a losing streak and made the playoffs. By declaring negativity unacceptable, Richt reset expectations for accountability and focus.

Transform Before You Remove

Not all negative people are hopeless. Gordon advises leaders to listen with empathy first. Many “vampires” act out of fear, stress, or lack of clarity. He cites Seventh Generation’s manager Martin, who posted a sign reading “Energy vampires welcome—expect to be transformed.” Through compassion and coaching, he turned conflict into growth. When that fails, removing toxicity becomes necessary, as one principal discovered when two perpetually negative teachers left, freeing morale to soar.

Consistency Over Moodiness

Gordon challenges you to stop being moody. Mood inconsistency erodes trust—teammates shouldn’t guess which version of you will show up. Bring consistent positive energy regardless of circumstance. Stability builds reliability, and reliability builds teamwork.

No Complaining Rule

Another practical fix is the “No Complaining Rule”—you can’t complain unless you propose a solution. This discipline converts griping into constructive action. When businesses like PPR Staffing implemented it, morale improved and profits grew. Complaining is like vomiting, Gordon jokes: you feel better, everyone else feels worse. Replace complaint with ownership to prevent team sickness.

Positive Conflict

Finally, Gordon underscores that positivity doesn’t mean harmony at all costs. Great teams fight—but they fight well. Conflict built on trust and love strengthens relationships and innovation. He points to volleyball legends Kerri Walsh Jennings and Misty May-Treanor, whose open disagreements cultivated chemistry and victory. Positive conflict is honest, respectful, and united by the goal of improvement. The absence of disagreement isn’t unity—it’s stagnation.

By cultivating transformation, consistency, and constructive conversation, you replace toxicity with resilience. The result is a team built not on comfort but on courage—a group that thrives in challenge because negativity can’t take root.

Communication is the bloodstream of teamwork, and connection is its heartbeat. Gordon demonstrates that positive teams don’t just talk—they communicate to connect. Without emotional safety and trust, even the smartest groups underperform. The difference between good and great, he insists, is connection.

Connection Builds Trust

Google’s Project Aristotle revealed that psychological safety predicts team success more than expertise. Gordon uses this to illustrate that teams excel when members feel heard and respected. Empathy and authentic interest drive creativity. Connection transforms “me” into “we.”

Fill the Void Before Negativity Does

Where communication is lacking, negativity fills the void. Gossip and rumors thrive in silence. Gordon urges teams to make communication intentional—regular meetings, one-on-ones, and informal check-ins. He recounts how leaders like Dwight Cooper hold weekly 8:31 a.m. meetings to keep dialogue flowing and prevent misconceptions. The more you talk honestly, the less negativity has space to grow.

Overcoming Busyness and Stress

Many teams fail to connect because they’re too busy. Gordon introduces an unexpected villain: the reptilian brain. Under stress, people revert to survival mode, losing empathy and compassion. He calls it “cortical inhibition”—your reptile eating your positive dog. The cure is mindfulness and gratitude. You can’t be stressed and thankful simultaneously.

Communicate to Connect, Not to Perform

Superficial small talk won’t build bonds. Instead, Gordon promotes vulnerability exercises like “If you really knew me…” or “Triple H” (hero, highlight, hardship). These practices—used by coaches like Dabo Swinney and Cori Close—invite authenticity and dissolve ego. He shares stories of teams, including UCLA women’s basketball and the Los Angeles Dodgers, that improved dramatically after committing to open dialogue, storytelling, and even hugs. Connection creates commitment; commitment sustains performance.

Team Beats Talent

Billy Donovan’s University of Florida squad reached its full potential when relationships deepened. They beat more talented rivals because unity amplified performance. Likewise, UVA’s tennis program turned years of near-misses into four national titles after coach Brian Boland led players to learn about each other’s families—the bond became their winning edge. Love, Gordon concludes, is the difference maker. When teammates know each other deeply, effort becomes devotion, not obligation.

Communication isn’t a cost—it’s an investment. It demands time, presence, and vulnerability, but it pays exponential dividends: trust, loyalty, creativity, and grit. Connection is not optional for success—it’s the pathway to greatness.

Positive teams thrive on two fundamental forces: commitment and care. Gordon asserts that when “we” comes before “me,” teams access a collective greatness impossible for individuals alone. Commitment means doing your part with excellence and trusting teammates to do theirs, while care ensures that effort is fueled by heart, not just duty.

From Navy SEALs to Marching Bands

Gordon draws parallels between military precision and musical harmony. Former SEAL Nick Hays described how recruits survive Hell Week only when they fight for their crew instead of themselves. Likewise, director Shaun Gallant explained that marching bands achieve synchronization only when each member plays their note flawlessly while trusting others to do the same. Commitment is collective rhythm—it’s not about spotlight, it’s about sync.

We Before Me

This mantra runs throughout the book. Gordon’s father, a NYC policeman, embodied “we before me,” risking his life daily for his partner. NFL coach Sean McVay even painted “We Not Me” on Rams’ practice walls, transforming a 4–12 team into division champions. When teams prioritize communal success over ego, results follow naturally.

Commitment Recognizes Commitment

Commitment inspires reciprocity. Gordon tells how tennis star Steve Johnson stayed at USC for his senior year instead of turning pro, choosing teammates over millions. Navy SEAL instructors personally shook his hand for his loyalty, recognizing shared values. Commitment recognizes commitment—and multiplies it.

Serve to Be Great

At Mosaic Church in Los Angeles, volunteer leaders must serve before they lead—even pastors start as janitors. Gordon presents this as the essence of leadership: service before spotlight. The most powerful teams serve one another so selflessness becomes the norm.

Care Creates Legacy

Care transforms effort into art. Gordon cites Apple’s obsession with craftsmanship—the unseen back of the fence mattered because “you will know.” Insurance adjustor Kathy Norton, who continued helping her clients even after being diagnosed with cancer, became a model for her company. Her care outlived her. Whether you build technology or support coworkers, caring is what creates legacy.

Great teams are built not on contracts but commitments, not procedures but care. When you choose to play your note, serve your team, and care more deeply, your legacy becomes inevitable.

Positive teams never settle. Gordon’s final major principle is continuous improvement—not in competition with others, but in service to each other. The pursuit of excellence keeps positivity from becoming complacent.

The One Percent Rule

Give one percent more today than yesterday. Small, consistent improvement creates exponential growth. Gordon’s college lacrosse team calculated that if 35 players each improved by one percent daily, their collective performance improved 35 percent. This incremental mindset mirrors James Clear’s Atomic Habits—tiny gains produce breakthroughs.

Own the Boat

In Marilyn Krichko’s rowing exercise, teams learn that everyone “owns the boat.” It’s each person’s responsibility to optimize performance and help teammates do the same. Ownership replaces blame, reinforcing accountability.

Love and Accountability

Gordon says great teams thrive on both love and accountability. Rules without relationships breed rebellion, echoing Andy Stanley’s quote. When teammates love one another, accountability is natural—they don’t want to let each other down. Positive teams combine empathy with high standards to achieve excellence.

Positive Discontent and Honest Conversations

Resting on success kills growth. Gordon encourages “positive discontent”—the desire to improve even after victories. He cites Pete Carroll’s “Tell-the-Truth Mondays,” where players reviewed mistakes openly without blame. Honest, transparent conversations build strength, not shame.

Forged in the Fire

True teams emerge through adversity. Sports psychologist Michael Gervais calls difficult discussions “storming”—moments that forge resilience. Teams that embrace discomfort grow closer and tougher. Easy environments breed mediocrity; struggle shapes greatness.

The mindset of improvement turns positivity into performance. When love meets accountability, and challenge meets optimism, you create a culture of discipline, reflection, and courage. In Gordon’s world, greatness isn’t born—it’s made, one percent at a time.

The book culminates with Gordon’s most human truth: we accomplish more together than alone. Whether creating films, running classrooms, or writing books, collaboration multiplies greatness. The word he chooses to illustrate this is Meraki—a Greek term meaning to do something with love, soul, and creativity, leaving a piece of yourself in your work.

Collective Greatness

Gordon uses real-world partnerships to demonstrate that greatness always comes in pairs or groups—Tom Brady and Bill Belichick, Steve Jobs and Steve Wozniak, Lennon and McCartney. No one wins alone. He reflects personally on his wife Kathryn and his publishing team, who believed in him long before his success. The shared faith of a team creates miracles individuals could never achieve.

Moments of Becoming a Real Team

Every team reaches a defining moment when it transforms from collection to connection. Gordon recounts Clemson basketball’s bond after surviving a terrorist attack, Florida educators shifting from self-focus to student focus, and car sales employees rallying around a colleague caring for his ill mother. Adversity unites—they stopped fighting for themselves and started fighting for each other.

Playing for Others

Gordon closes with Maryland lacrosse’s long-awaited championship. After four decades of near misses, they finally won—not for ego but for their fans, their coach’s late mother, and a young cancer patient named Fionn. They played for something greater than themselves, embodying the essence of positive teamwork: we before me, care before glory, purpose before pressure.

Leaving a Legacy

When teams operate with Meraki—with love, soul, and collaboration—they leave a legacy that outlives wins and trophies. Gordon reminds readers: “You can be the team that shows the world what a great team looks like.” When we work together with faith, gratitude, and passion, the best really is yet to come.

The final takeaway is simple but profound: success is communal. Whatever your mission, your obstacles, or your dreams, you’ll always get further if you go together. Positivity builds unity, and unity builds legacy.