The emotional state of performance and productivity

The emotional state of performance and productivity

A recent post by the wonderful Helene Deschamps has got us thinking as it really hits the mark. Helene introduced us to the concepts of the Away State and the Toward State. 

The Away State, characterised by feelings of threat and disengagement, hampers cognitive and social abilities, hindering productivity and collaboration. Conversely, the Toward State, fueled by a sense of reward, success, and belonging, ignites enthusiasm, curiosity, and teamwork.

The Skillpod team started having a kōrero about what we are seeing with businesses facing challenges and having to make redundancies. We wondered what the impact on remaining staff would be and if they are left in an Away or Toward state as a result of change? 

As a leader, your role extends beyond merely overseeing tasks; it encompasses fostering an environment where your team thrives both personally and professionally. Understanding the nuances of emotional states—specifically the "Away State" and the "Toward State"—is pivotal in creating conditions conducive to growth and development.

Have you noticed any Away State traits in your team? Have you thought about the strategies you could use to help shift them to a Toward State?

 

Away State examples

Toward State strategy.

A team member displays withdrawal and irritability during team meetings, signalling potential disengagement or dissatisfaction.

Initiate open conversations to address concerns and explore opportunities for skill development and career advancement. Offer personalised coaching or mentorship to reignite motivation and enthusiasm.

Team members respond differently to performance feedback, with some feeling demotivated or overwhelmed by criticism.

Recognise and respect individual differences in learning preferences. Tailor coaching and mentorship efforts to accommodate diverse personalities, providing customised support and guidance to foster a culture of inclusivity and continuous improvement.

Despite their hard work, team members feel undervalued and overlooked, leading to a sense of frustration and disengagement.

Combat the negativity bias by celebrating achievements and milestones regularly. Offer tangible rewards such as training opportunities, certifications, or professional memberships to reinforce a culture of appreciation and investment in growth, motivating team members to strive for excellence.

Unclear expectations and lack of transparency regarding organisational goals and changes create confusion and anxiety among team members.

Provide regular updates on organisational goals, changes, and expectations to empower team members with the information they need to excel. Encourage open dialogue and feedback, fostering a culture of transparency, collaboration, and accountability.

Distrust and interpersonal conflicts hinder collaboration and innovation within the team, leading to a toxic work environment.

Invest in building authentic relationships based on trust, respect, and mutual support. Foster mentorship, peer learning, and cross-functional collaboration to facilitate knowledge sharing and skill enhancement. By prioritising team cohesion and well-being, leaders create an environment where individuals feel valued and empowered to contribute their best work.

By implementing strategies, leaders not only nurture a Toward State conducive to productivity and collaboration but also demonstrate a commitment to their team's professional growth and development. Investing in skills enhancement, career advancement opportunities, and a supportive work culture yields numerous benefits, including increased job satisfaction, employee retention, and organisational success.

How do you integrate professional growth and development initiatives to help your team in a Toward State?

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