When people feel good, they work better, are more creative, and are more productive. Good feelings are like lubrication for the brain mental efficiency goes up, memory is sharpened, people can understand directions and make better decisions. Studies have shown this to be especially true when it comes to teams. This is because emotions are contagious. When one or two people are in a good mood, it spreads easily to other members.

A team’s effectiveness can depend on how well it works together in harmony. A leader skilled in creating good feelings can keep cooperation high. Good team leaders know how to balance the focus on productivity with attention to member’s relationships and their ability to connect. There is even research that shows that humor at work can stimulate creativity, open lines of communications and enhance a sense of trust. Playful joking increases the likelihood of concessions during a negotiation. Emotionally intelligent team leaders know how to use humor and playfulness with their teams.

 

Creating good moods in employees may be even more important than previously thought. It is common sense to see that workers who feel upbeat will go the extra mile to please customers and therefore improve the bottom line. There is research to show that for every 1 percent improvement in the service climate, there’s a 2 percent increase in revenue. New research from a range of industries now reaffirms the link between leadership and climate and to business performance. According to Daniel Goleman in Primal Leadership (2002), how people feel about working at a company can account for 20 to 30 percent of business performance.

 

Part of understanding the emotional reality of a team is uncovering the particular habits ingrained in a team or organization that can drive behaviors. A prime example is the notion of “It’s just the way we do things here.” The team leader is effective when he or she looks for signs that reveal if such habits are working or not. It is the leader’s job to explore and expose unhealthy work habits in order to build more effective group norms.

 

 

One of the ways groups can create better self-awareness is through the use of assessments such as the Meyers-Briggs or the DISC. These tools show individuals how they have natural preferences for taking in information, organizing their work, communicating, and making decisions. A better understanding of one’s own style leads to acceptance and understanding of how team members are different – not better or worse, just different in the ways they organize their work and their world.

 

For example, one of the most common sources of conflict in groups in the workplace is attitude towards rules, regulations and deadlines. The DISC can show how team members like to make decisions, whether they like to keep their options open and gather in more information, or whether they like closure and come to decisions more quickly. A greater understanding of these fundamental ways of thinking and behaving can go a long way toward creating greater understanding and acceptance between members.

 

Greater interpersonal understanding can also be created through exercises in perspective formation. Working with a team coach can facilitate greater understanding and build trust through role-playing and other techniques.

 

Just as important as awareness is the ability to regulate emotions. People take their emotional cues from those around them. Something that seems upsetting can seem not so bad, depending on whether colleagues smooth feathers or fan the flames. The ability to regulate group emotions comes from establishing norms for both confrontation and caring.

 

In any group, people will eventually cross lines and confrontation becomes necessary. There must be a means for doing this that is firm yet not demeaning. The team leader sets the tone for this because of the position he or she is in. Caring confrontation is an art that can be learned and taught to both leaders and members. The use of humor can be very effective as a means for bringing errant members back into the group fold. The message is, “We want you as part of this group, your contributions are needed.”

 

These are the group norms that build trust and a sense of group identity for members: interpersonal understanding, perspective taking, confrontation and caring. They can be learned and developed wherever they don’t exist naturally. It may take some time and attention, but they are too important to be overlooked. Teams are at the very foundation of organizational effectiveness and they won’t work without mutual trust and common commitment to goals.