To utilize the diversity spread across the different functions and divisions of the company, teams must collaborate across the organization. While teams are a global trend in business operations, the nature of how those teams operate may differ within the organization. Some teams are permanent, while others come together for a short period, with team members often belonging to multiple teams within the same organization. Another layer of complexity gets added as the philosophies to leading teams are just as diverse as the function and type of team. On one side of the continuum, there are structured teams with a clear leadership hierarchy and team composition with team members, and on the other, there are self-managed teams.
Despite the differences in function, type, and leadership, teams need to be inspired, motivated, and have a shared understanding of what is expected to do their best. Emotions are central to inspiration, motivation, and understanding. The ability to perceive emotion in oneself and fellow team members is foundational for building effective team relationships. Awareness of self and others on the team unlocks the possibility of engaging intelligently with emotions on teams. Teams that engage intelligently with emotions can create conditions for effective information sharing, problem-solving, and team performance.
When positive emotions, such as joy, excitement, and passion, are experienced, team members will often go above and beyond in the business’s interest. When the negative emotions, such as fear, anger, and shame are experienced, team members might disengage and do the minimum required, or do what is needed to avoid experiences that trigger that emotion in the future. When employees start letting fear guide their actions, trust has been broken, and the conditions for effective information sharing, problem-solving, and team performance no longer exist.
As workgroups shift to functioning as teams, relationships between the members become more important. Organizations can be proactive by investing resources to strengthen the emotional bonds of their work teams. Programs that develop team members to lead with intelligent emotions such as joy, passion, and excitement in their everyday interactions will have a positive impact on the team climate. Using intelligent emotions in applying conflict navigation strategies will help work teams become more effective in their day to day operations.
When trust is intact on a team, team members feel secure, allowing them to function at their best. Continuing to function at their best requires a climate where challenge and support are both provided. Finding the delicate balance between challenge and support creates team viability or the team’s ability to grow and develop. Leading with intelligent emotions helps teams find that delicate balance.
Regardless of the type of team, approaching the work on teams by leading with intelligent emotions, creates the climate from which the work will be performed. If the emotional feeling of the climate is safety and trust, it is then that the work performed will allow a team to achieve the excellence they are seeking. It is through a place of safety and trust, that team members will venture out to learn from and create with other teams in the organization, knowing they have a secure base to return. Leading with intelligent emotions unlocks the possibility of safety and trust which unlocks the possibility of collective thinking and collective problem-solving.
At this place of collective thinking and collective problem solving across the teams of an organization, a business will find its competitive edge and get the business results they desire.
Jonathan Silk
Thriving Teams Institute cofounder Jonathan Silk, Ph.D., has expertise in leadership and team development. His diverse experience leading teams and multi-team systems brings valuable insights into improving team functioning during uncertainty and chaos. At Thriving Teams Institute, he combines his experience and passion for developing teams and organizations to be their best by applying his research and knowledge to improve a team or organization’s overall level of performance.
