Building High Performance Teams Ben Hudson

Session Outline What is ‘positive psychology’? The importance of shifting perspectives Characteristics of high performing teams Common dysfunctions that get in the way Getting the most out of what you already have

What is Positive Psychology? Positive Psychology is the scientific study of the strengths and virtues that enable individuals, teams and communities to thrive. This field is founded on the belief that people want to lead meaningful and fulfilling lives, to cultivate what is best within themselves, and to enhance their experiences of life. Positive psychologists seek "to find and nurture genius and talent", and "to make normal life more fulfilling”; not simply to treat mental illness. Positive Psychology Centre

Shifting perspective neurosis, anger, anxiety, depression, psychosis -__________________________ 0 Disease Model Focus on weaknesses Overcoming deficiencies Avoiding pain Running from unhappiness Neutral state (0) as ceiling Tensionless as ideal wellbeing, satisfaction, joy, excitement, happiness _________________________ + Health Model Focus on strengths Building competencies Seeking pleasure Pursuing happiness No ceiling Creative tension as ideal

Perspective matters!

Why is this important for teams? Humans have a negative bias and tend to notice what is wrong (quickly!) What we focus on in others affects how we interact with them We sort people according to our personal stereotypes We often ascribe motives based on our own preferences/fears

A practical example Count the number of shapes you see on the following slide

How many shapes did you count? What was the time on the clock? How many children were on the bus? “We see what we look for and we miss much of what we are not looking for even though it is there... Our experience of the world is heavily influenced by where we place our attention.” Stavros and Torres

Reframing our questions Traditional approach –Where is our team least effective? –What is wrong/not working? –What is the cause of the issue? –How can we ‘fix’ what is broken? Positive psychological approach –When is our team most effective? –When does our team succeed despite unfavorable circumstances? –What is already working? What is right? –What do we already have as a collective group? –How can we learn from what is great and build on our strengths?

Learn from the best What is the best team you have ever worked in? – What made it unique/different? – What strengths did the team have? – What were the rules of the game?

High performing teams… Are made up of individuals that bring a diversity of experiences and styles; they do not merely replicate the one approach Recognise individual difference as an opportunity to think differently and encourage open debate Exploit strengths not weaknesses Identify opportunities to collaborate not compete Are willing to take risks, make mistakes and ask for help Have a shared vision for the future

Low performing teams… Patrick Lencioni, 2002 Avoid displaying vulnerability Suspicious & cautious Have artificial harmony, group thinking Avoid confrontation or speaking up Lack of clarity and buy-in Ambiguity leading to disengagement Avoid holding one another to account Tolerate poor performance/low standards Focus is on individual goals/status Politics get in the way of action

Where does your team currently fall? Absence of Trust Fear of Conflict Lack of Commitment No Accountability Inattention to Results Open & Trusting Productive Conflict Shared Commitment Clear Accountabilities Collective Results Focus

What can you do? Building on what you already have

Build Trust Share more personal stories/histories Identify collective values and group strengths Understand individual personalities and collective dynamics Encourage connection Create a safe space, where difference is respected As a leader, demonstrate vulnerability – go first!

Encourage Open Debate Establish ground rules and give permission to disagree Call out and work through sensitivities (mine for conflict) Focus discussion on the idea Allow all team members to share how they feel Provide encouragement As a leader, model appropriate conflict behaviour and allow space for differences of opinion

Foster Shared Commitment Set a clear vision Provide opportunity for everyone to weigh in and be heard Consider all options and opinions Make fast, bold decisions and allow space to learn from mistakes Communicate! As a leader be clear, make decisions and be prepared to be wrong

Promote Accountability Have clear and public team goals Check progress openly Encourage peer-based feedback Provide team rewards Correct course regularly As a leader set the example – confront difficult issues and provide appropriate reinforcement or discipline as necessary.

Focus On Results Publicly declare results Continually measure progress against objectives Ensure collective focus, not individual pursuit Reward the right outcome As a leader continually reinforce the importance of collective and measurable outcomes

Where should you start? Improving efficiency to maximise value

Important questions for teams to ask  What makes us unique and what is our purpose as a team?  What are the forces at play right now that are influencing what people choose to do and say, or not do and say?  Under what conditions do things seem to flow easily, where work just gets done? Under what conditions does the opposite happen?  What are the rules of the game here? What assumptions or beliefs do people hold that influence their behaviours?  What are the “no-go areas” – the lines that shall not be crossed?

Remember… To really improve efficiency and maximise value within your teams: 1.Identify your strengths and look for examples of your best 2.Shift the focus of your questions 3.Build trust and create shared accountability 4.Move towards what you want to create, not away from what you are trying to avoid.

The secret of getting ahead is getting started - Mark Twain

Thank you & please connect…. Ben Hudson au.linkedin.com/in/benhudson17