The 16 Team Types

OLAS: The Fast Movers

Information is shared through defined processes and channels.
Information is evaluated on its own merits without regard to source.
Decision is driven by direction from team leadership.
Lightweight plans favor agility and adaptability.
OLAS: The Fast Movers

OLAS teams are defined by their structured communication, logical thinking, authoritative leadership, and ability to adapt plans quickly. They excel in fast-paced environments where they can quickly make sense of new information and act on it decisively. These teams are at their best in situations that require sharp, immediate responses.

However, OLAS teams can stumble when faced with projects that need a lot of new, creative thinking and detailed coordination over time. Their quick decision-making can lead to premature actions, especially in situations without strong data. 

Words that typically describe


teams include:


Characteristics of



  • Maintain a structured way of sharing information, ensuring that everyone understands their roles and responsibilities clearly, streamlining decision-making.
  • Decision-making is top-down, with leaders quickly setting the direction and expectations, enabling fast responses to changing conditions.
  • Despite their structured approach, OLAS teams are known for their flexibility in execution, ready to adjust plans spontaneously as new information becomes available.



teams excel:

  • Their ordered communication style ensures that information is shared clearly and efficiently, reducing misunderstandings. 
  • These teams can quickly process new information and respond immediately. Their ability to pivot without hesitation is a key advantage in high-stress or fast-changing situations.
  • OLAS teams avoid the delays that often accompany consensus-building, enabling them to implement new strategies swiftly.

Potential blind spots for



  • The speed at which OLAS teams operate can sometimes result in insufficient analysis or consideration of long-term impacts, leading to decisions that solve immediate issues but create future problems. Their bias to action can also mean that creativity–which isn’t always efficient!–is sometimes overlooked.
  • Frequent and spontaneous adjustments of plans can undermine consistency and reliability, especially on projects that require long-term development or stability. Rapid changes in direction can also cause whiplash and burnout.
  • Because decisions are typically made in a top-down fashion, OLAS teams can alienate team members who feel their opinions are undervalued.

Areas of growth for



  • Encourage creativity and innovation. The team is too focused on day-to-day execution to take the time for unstructured brainstorming and creative thinking, unless there is an external forcing function.
  • Institute checkpoints or review processes before finalizing decisions to ensure that all aspects of a problem have been considered. This can prevent hasty decisions and promote more sustainable solutions, especially in complex or unfamiliar situations.
  • Make sure there is enough investment in feedback, coaching, and career growth for team members, in addition to the focus on day-to-day execution.
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