Building High-Performance Teams in Investment Banking

High performance isn’t accidental. In the demanding world of investment banking, where pressure and pace are constant, great leaders know that success depends on more than individual brilliance — it comes from building teams that consistently deliver at the highest level.

So, what does it take to create and sustain a high-performance team? The best leaders focus on three interconnected pillars: strategic talent management, a culture built for performance, and intentional leadership actions.

1. Strategic Talent Acquisition and Continuous Development

High-performance teams start with the right people — and continue to evolve through continuous investment in their growth.

Hire for attitude as much as aptitude: Technical skills matter, but intellectual curiosity, people skills, and a willingness to learn and work hard are non-negotiable. Some firms apply the philosophy of “hire slow, fire fast” to ensure fit, with chemistry and diversity of thought often valued even above immediate skills.

Invest in juniors, be selective with seniors: Leading firms build long-term strength by developing junior talent while being exceptionally rigorous in external senior hires. Initiatives like “Howden University” showcase how firms structure this development.

Structured development: Regular coaching, feedback loops, and progression roadmaps give individuals clarity. Juniors are encouraged to “play out the next role” early to accelerate visibility and judgment.

Safe risk-taking and broad exposure: High-potential bankers develop business judgment through “reps” — safe opportunities to take calculated risks — and exposure to a wide variety of deal types (M&A, IPOs, buy-side, sell-side).

Leverage technology: High performers harness tools like AI to eliminate inefficiencies and free capacity for higher-value, critical thinking tasks. Innovation and openness to challenge the status quo are central to staying ahead.

2. A Culture and Environment Optimised for High Performance

Culture sets the tone. High-performing teams thrive when leaders build an environment that motivates, empowers, and sustains performance.

Clear vision and standards: High-performance teams are united by a shared purpose. Leaders must consistently communicate “what we stand for” and reinforce uncompromising standards of integrity, performance, and analytical thinking. David Lam, National Managing Partner of M&A at Deloitte, exemplifies this by taking a huge strategic document and distilling it down to a single slide — ensuring the vision is clear, simple, and actionable for his team

Collaboration over silos: Collaboration is the “secret sauce.” Some firms even “force” collaboration to show its value, reinforcing that “teams win and individuals lose.”

Empowerment and accountability: High-performance teams thrive when individuals are given real ownership — while being held accountable for results. This balance fosters both engagement and productivity. Aaron Schwimmer, Partner at MTS Health Partners, explains that his approach to guiding junior bankers is to provide a clear perspective on how the team supports a client and to communicate that vision clearly. This ensures everyone works with a common objective in mind and can execute successfully together

Openness and feedback: Flat hierarchies, open communication, and candid feedback (up and down) are critical. Over-communicate when onboarding or setting expectations, but always focus feedback on improvement, not criticism.

Trust and integrity: Mutual respect internally and authenticity with clients build confidence that drives long-term success.

Well-being as performance strategy: Sustainable high performance demands balance. Policies like protected weekends or workload tracking prevent burnout, while leaders who say, “You need time? Take it,” foster trust and productivity.

3. Leadership Actions that Drive High Performance

The role of leaders cannot be overstated — they shape performance through presence, actions, and mindset.

Lead by example: Leaders act as the “emotional barometer” of the team. Staying positive, visible, and approachable sets the tone.

Strategic team assembly: Great leaders think beyond expertise — they build complementary teams where individuals’ strengths amplify each other.

Performance management and recognition: Setting ambitious but realistic goals, giving candid feedback, and celebrating wins — big and small — keeps momentum high. Recognition can be as simple as public praise or as meaningful as investing in career development.

Mentorship and coaching: Leaders guide team members step by step, developing both technical judgment and people management skills.

Client focus: High-performance teams are built around client needs. Leaders instil curiosity, research, and transparency, ensuring teams ask the right questions and avoid over-promising.

Final Thoughts: Performance Built to Last

Building high-performance teams isn’t about chasing short-term wins — it’s about creating an environment where excellence is repeatable, sustainable, and deeply ingrained.

By hiring with intent, fostering a culture of collaboration and trust, and leading with visibility, empathy, and discipline, investment banking leaders unlock not only better deals — but stronger, more resilient teams that thrive under pressure.

High performance, in the end, is less about individual brilliance and more about collective strength.