What’s the ideal size for a team that truly works well?
It sounds simple—until you realise there’s no one right answer.
Why does European football have 11 players, Canadian football 12, and Australian rules 18? Why does indoor volleyball have six players, while beach volleyball has only two or three? The rules may be rooted in tradition, but one fact is clear: team size shapes performance.
The Two-Pizza Myth
For over a century, studies have examined how team size affects productivity.
Management fashions have swung from small, close-knit teams to large, tightly managed units, and back again. Just like in sport, everyone has an opinion—and no magic formula has emerged.
Frameworks disagree:
Scrum promotes the 7 ± 2 rule.
Lean suggests 3–10 members.
Kanban says it depends entirely on the project.
And Jeff Bezos famously advised: if two pizzas can’t feed your team, it’s too big (though he never specified the crust type).
So if the answer isn’t in a manual—where is it?
Gallup’s Answer: 10 People Max
Leaders Aren’t Jugglers
The Role of the Individual
Today’s workplaces run on flexibility. Productivity is no longer measured in hours at a desk—it’s measured in outcomes, trust, and relationships.
That demands leaders who see individuals, not just “the team.” Empathy, commitment, and interpersonal skills aren’t “soft” anymore—they’re strategic essentials.
So when you’re building a team, don’t just ask:
“How many people should it have?”
Ask:
“How many people can our leader effectively lead?”
Strong teams start with strong leadership. Let’s talk about how to design teams your leaders can truly lead—and your people can truly thrive in.