The team also found four other factors that helped explain team performance – clear goals, dependable colleagues, personally meaningful work, and a belief that the work has impact.
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...the authors showed that trust in top management led to psychological safety, which in turn promoted work engagement.
Barry-Wehmiller rallied from the economic downturn relatively easily and by 2010 reported record financial results. In other words, by continuing to make its team members feel safe and cared for during a crisis, the company created a win-win situation for everyone.
These eight aspects, and these eight precisely worded items, validly predict sustained team performance:
- I am really enthusiastic about the mission of my company.
- At work, I clearly understand what is expected of me.
- In my team, I am surrounded by people who share my values.
- I have the chance to use my strengths every day at work.
- My teammates have my back.
- I know I will be recognized for excellent work.
- I have great confidence in my company’s future.
- In my work, I am always challenged to grow.
You might notice a few things about these items right away. First, the team members are not directly rating their team leader or their company on anything—they are rating only their own feelings and experiences.
Hackman’s research describes five conditions that increase a team’s odds of success: having a real team (one with clear boundaries and stable membership), a compelling direction, an enabling structure, a supportive organizational context, and expert coaching.
Not surprisingly, when Google conducted a study to determine the factors behind high-performing teams, psychological safety came out at the top of the list. (More details about the study can be found in James Graham, “What Google Learned from Its Quest to Build the Perfect Team,” New York Times, February 25, 2016.)