Building Team Resilience Through Positive Mood

Marcia Hughes and James Terrell

Building Team Resilience Through Positive MoodPositive attitudes on your team will build resilience and impact every dimension of team work. Positivity will impact how well people get along with one another, how pleased they are to be on the team, their motivation and their creative thinking. That is why this is one of the seven team competencies the TESI® (Team Emotional and Social Intelligence Survey®) measures. Dr. Barbara Fredrickson describes in her books Positivity and Love 2.0 provides the scientific grounding to prove the power of positive engagement. Probably because most of work is accomplished through teams, we are finding a tremendous thirst to better understand what this means for teams and how to assist teams in growing their positive mood.

Developing teams is a complex challenge that never stops requiring positive and proactive attention. One of the challenges to team effectiveness is the tendency for people to think and act individually and objectively, that is focus on the task rather than each other. Busy team members can become so externally focused on projects and customers that they don’t focus on themselves or on the team. This lack of internal team focus can feel safer for several reasons: 1) addressing interpersonal relationships can seem much less controllable or scientific and less predictable and thus too uncertain; 2) team members may not be trained to be good at team or human dynamics, they enjoy being an expert and they aren’t expert in this field; 3) their external focus in getting all the jobs done may leave them drained with little energy left for the team, and this is often compounded by highly demanding organizational politics; and 4) the team leader may be an expert in his/her production world but likely is not trained to be a team leader and to manage complex interpersonal situations and to build motivation while maintaining accountability; and 5) the full organization may not be aware of the challenges their teams are experiencing nor understand how they could support the team in effective change. Thus, intentional effort to build a team’s positivity and resilience is needed to get the most from your team.

Art Aron, a human relations scientist, conducted research that shows how people move from a sense of separation – me and you – to a sense of being together – us or we. His research was done with couples, but the same principles apply to teams, which are a group of people working together to solve problems. The more overlap the individual team members see between each other, the more likely they will have a sense of “us” and that leads to a series of positive results. The more positive we are with each other, the more overlap we see between ourselves and others and that leads to feeling more openness and connection others. In turn, this increased connection leads to helpful responses among team members that build trust – team members learn they can rely on considerate and supportive responses from one another. Most people will say they agree with the maxim that “All of us are smarter than one of us.” Understanding the effects of positive mood helps show us how to act that way, not just believe it.

Fredrickson writes that positivity broadens one’s view from “me” to “us” and then to “all of us” not just the part of the group that looks or thinks like you. Thus building positive attitudes within your team will expand the effectiveness of your diversity efforts. We often talk about emotions being highly contagious and that’s so for positivity, just like it is for negativity. This makes it important for team leaders as well as all team members to be intentionally positive. Fredrickson explains that “positivity spreads because people unconsciously mimic emotional gestures and facial expressions of those around you … positivity breeds helpful, compassionate acts.”

Furthermore, she points out that when we act positively with others we are likely proud of our engagement and “pride broadens your mindset by igniting your visions about other and larger ways in which you might be helpful.” (Positivity, pp. 69-70) We are certain that’s what you want for your teams.

Furthermore, positivity is central to the ability to collaborate which is based on the ability to work jointly with one another, to listen to different perspectives and to find common answers. Collaborative Growth’s team model demonstrates how we bring team emotional and social intelligence competencies together to create collaborative intelligence. Frankly one of the easiest team strengths to build is positive mood so take advantage of this and build your team skills.

Building Resilience and Positive Mood

Resilience and positive mood are tightly connected. Resilience includes the ability to bounce back and relies on teams having a reserve to tap into when big challenges hit. That reserve is built by how we treat each other and what we expect of one another. The more positive members of a team are, the deeper the reserve and the less often they are likely to need to tap into it. Positivity builds perspective so teams take things in stride rather than making them a big deal that expands stress instead of resilience.

Tips and Strategies

Use your emotional intelligence to grow your team’s positivity and resilience. Key team competencies focused on in the TESI are Positive Mood and Stress Tolerance. Of course while you’re building this team competency you will find that some team members are more positive than others so you will need to work with the whole team while respecting the differences as the team builds composite resilient strength.

Team resilience can be expanded in many ways:

  • Build the habit of finding people doing something well and publicly thank them.
  • Start team meetings with a discussion of something that’s worked well recently. Then the team can move to strategic analysis and of how to cross map that skill to other requirements.
  • Social connections are at the heart of team success so take time for building connections – and emphasize it even more if you have a virtual team. Do something fun together, have a pot luck lunch, and start meetings with going around the team and asking everyone to comment on something particularly interesting or important to them. If the team is virtual, invite them to bring a dish they’ve made (or a picture of it) to an online session and give everyone time to mention what they made.
  • Find purposefulness in the team work so the team feels the sense of being a part of something bigger than itself. A traditional way to do this is with Mission, Vision and Values statements. Make sure those statements are meaningful and that the team feels ownership and pride in the statements or they won’t help.
  • Support team members in taking time to be relaxed with each other so the connections are built resulting in the natural desire to get one another’s back when needed.
  • Respond to comments made by one another. People want to be heard more than they want to be right. Applying skills such as active listening and empathetic responses will help people feel acknowledged and valued and that builds positivity and engagement.
  • Intentionally tap into the team wisdom. Your team knows what they need, however you may need to facilitate their recognizing and employing that wisdom. Take creative brainstorming time to explore topics such as: “What works that we can expand?” and “What do we want more of that we can influence?”

Recognize that positivity and trust go hand in hand because positivity supports deepening relationships. Develop positivity deliberately and expansively for the benefit of all individuals, teams and the organization.

© Copyright, 2020. All materials are copyrighted by Collaborative Growth, LLC. A.R.R. Contact us for permission to quote, make reprints or for comments.

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