Exploring neuro-keys to develop team performance.

How is my team working? What does it need to reach its optimal state?

I want to share a model that aims to answer these questions and create a feasible action plan for leaders, Human Partners and and leadership teams. This model serves as a practical guide, integrating psychology, coaching, and neuroscience, along with my experience working with teams.

What is an optimal team state?

First, let us define a team as a group of people interacting adaptively, interdependently and dynamically to achieve a common goal (Salas, Burke and Cannon-Bowers, 2000). I choose this definition because it highlights the dynamic nature of teams, which can exist at different stages of development and in different circumstances. Sports teams are excellent examples of this dynamism, as they continually adjust their strategies and interactions to succeed under changing conditions.

But what makes a team effective? How can it reach its highest levels of productivity? Let's explore this together. Numerous studies show that psychological safety is central to achieving better productivity and well-being in teams. Amy Edmonson defines it as "the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes."

Google conducted an experiment called “Aristotle,” showing that teams with a shared belief in safety to take interpersonal risks were the most productive. Similarly, when leaders build psychological safety within their teams, trust bonds are formed, and collaboration is achieved.

As a conclusion, Optimal team performance can be defined a state, in which the team achieves results within a framework of well-being and union.

This led me to ask:

What tools does neuroscience offer to understand and improve team dynamics?

Bonding with others is essential for human survival. Newborns need human contact to thrive; without it, even if their basic needs for food and shelter are met, they can suffer from a disease called marasmus. This condition results in poor growth and development and can even be life-threatening. This underscores the critical importance of social connections and emotional nurturing from the earliest stages of life.

Humans have evolved with mechanisms and brain systems that promote survival through connection and group membership. Our relationships are influenced by the release of neurotransmitters, chemical messengers crucial for neural communication and the regulation of physiological functions and behaviors. These neurotransmitters significantly influence our well-being, work performance and overall productivity.

Understanding Collaboration and Neurotransmitters

To put collaboration at the center of the system, we need a balanced release of different neurotransmitters in our brains. While many are involved, I have simplified the model to focus on Oxytocin, Cortisol, Dopamine, and Serotonin. When these neurotransmitters are not balanced, the productivity of individuals and the team system can be affected.

Oxytocin: We Are Social Beings

What happens in our brain that can enhance or inhibit collaboration? We release oxytocin when we feel happy during team-building activities, sharing a coffee with a colleague or empathizing with a situation. Oxytocin is linked to a sense of belonging, a fundamental human drive for survival. Feeling part of a group is rewarding. Some of the questions you can ask yourself and your team are:

• How are the relationships within the team?
• What level of trust have you achieved? What do they know about each other?
• To what extent do they feel safe to share their authentic selves?

Cortisol: The threat response and Stress

Our brain prepares us to adapt to different contexts and situations, and we release cortisol when we perceive a threat. This activates our stress response, such as when we interpret a situation as a social rejection or face a toxic work environment. Other factors that can increase cortisol include ineffective management of priorities, unresolved conflicts, and a team's lack of agility to adapt to change. Elevated cortisol levels inhibit oxytocin. In other words, when we are under stress we tend to be more competitive and less collaborative.

You may be interested in knowing the answers to the following questions and establishing agreements that help them to resolve situations from a shared framework:

• What situations does the team perceive as threats?
• How do they manage change?
• What about difficult conversations?, What is the belief and behavior after a mistake?

Dopamine: The Brain's Reward System

Dopamine is released in our brain when we feel motivated by achievements and activates our reward system. This neurotransmitter is triggered not only when our efforts are recognized, but also when we expect a reward. This reward cycle fosters the desire to continue to seek recognition and achievement. If your team is "not feeling motivated," this is a possible avenue to explore:

• To what extent are the Key Result Areas of individuals and the team clear?
• How do they feel about their goals?
• What practices support recognition and appreciation within the team?

Serotonin: Overall Well-being

Serotonin is associated with overall well-being and healthy habits. Often called "the happiness neurotransmitter," it is released when we feel fulfilled and happy with ourselves. It is related to the connection between life purpose and our work, as well as the values we uphold.

• How does my team feel about work-life balance?
• What brain-healthy habits do they practice?
• How do we support each other?

For more information on this point, I recommend watching the video "Make Me a Leader" by the About My Brain Institute.

The Importance of Context and Team Culture

Team dynamics are framed within a specific business culture and context. That's why I always maintain that working with a team is an art; there is no single guide or infallible manual. It's crucial to offer personalized solutions that adapt to the unique needs and characteristics of each team and situation.

How can we implement this framework?

This is a model that seeks to accompany teams to open conversations of value, identify practices to apply and generate agreements to reach their optimal neuro-performance state.

You can explore the state of your team using tools such as surveys, focus groups or one-on-one conversations. It is important to approach these methods with a clear focus on team development, emphasizing shared goals and values.

Bibliography

About My Brain Institute. (n.d.). The 14 Model and Methodology.

Edmondson, A. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.

Google Inc. (n.d.). Project Aristotle: Understanding Team Effectiveness.

McEwen, B. S. (2007). Physiology and neurobiology of stress and adaptation: Central role of the brain. Physiological Reviews, 87(3), 873-904.

Salas, E., Burke, C. S., & Cannon-Bowers, J. A. (2000). Teamwork: Emerging principles. International Journal of Management Reviews, 2(4), 339-356.