Hi there. I’m Dr. Bobbi Wegner.

Welcome to The Psychology of Teams and People: Insights from Within. I am a clinical psychologist who lives at the intersection of psychology, business, and technology. I teach organizational psychology at Harvard. I spend a lot of time inside companies across the globe. And,  I am the founder and CEO of Groops. 

Groops bring experts in organizational psychology to help teams deepen cohesion and improve functioning, at scale. AI helps us provide ongoing insights and recommendations - and allows us to see themes across the team, within the organization, and between companies. 

Each message includes (a) noticing and wonderings about everyday psychology at work, (b) a quote to think about, (c) a question to deepen understanding, and (d) something to try. Enjoy! 

Noticing and Wondering

So, we are on the other side of the election and faced with big, differing feelings around what the future holds. Leaders are left wondering how to navigate their own feelings, what to say to their team (if anything at all), and how to get work done.

I notice LinkedIn blowing up with people making comments driven by empathy, kindness, and support and equally emotional responses fueled with angry, opposing views - ones that feel like an assault even as a passive reader just doing an average day’s worth of doom scrolling. 

Regardless of your political beliefs, one of our biggest groups - our country - is hot and hurting right now, and of course this is going to show up at work. 

 I wonder how we can increase cohesion and connection for the betterment of us all when it feels so fractured right now. In psychology, we know all relationships go through “rupture” and “repair. ” The US is enduring a rupture right now, and it makes me wonder what leaders can do to repair, knowing that is where cohesion is built. 

Ruptures happen and are par for the course. Repair is where closeness and trust are built. 

We might feel out of control, but we can bring stability to our teams, which impacts how they feel about the world (this also increases team performance). 

I wonder how the average leader, without much training in coaching or how to contain a high emotion environment, will fair in this post-election climate? 

I know well-intentioned leaders might even do more harm than good by 1) ignoring the feelings in the room or  2) inviting conversation without the skill to manage what people bring. 

And worse - if you are a leader who minimizes or shames how people feel in response to the election, you have work to do and use this as a signal to learn and grow.  Empathy and emotional regulation are key indicators of a successful, high performing leader. 

Remember, what we know from group and organizational psychology - systems seek homeostasis so even when they swing extreme, history has shown there is always a counterbalance. We will find a way to equality, democracy, hard work, justice, diversity, and community. Hold hope (while acknowledging reality)  for yourself and the people around you. 

A QUOTE TO THINK ABOUT

“Even the darkest night will end and the sun will rise.”

Source: Victor Hugo, French writer / poet / reformist

A DEEP-ish QUESTION (or Six)

• Neutrality: Am I modeling neutrality, respect, and focus on shared goals?

• Shared Goals: What steps can I take to reinforce team cohesion and common purpose?

• Psychological Safety: Do team members feel safe expressing concerns and viewpoints without fear of judgment?

• Conflict: Am I actively observing team dynamics and addressing conflicts in a timely and constructive way?

• Focus: Am I acknowledging emotions while still keeping the team focused on objectives and responsibilities?

• Support: Are there tools, discussions, or resources available to help the team manage stress?

SOMETHING TO TRY

So, here are some things to try about:

• Name the elephant in the room: Use “noticing and wondering” to notice the feelings on the team. “I notice ___ and I wonder what our team needs to both feel heard and supported, and focus on the work we have to get done?”

• Maintain Neutrality: Remember, as a leader, people look to you. Put on your leader hat and keep a neutral stance. Empathize with the feelings (to show vulnerability) without sharing specifics around how you voted. 

• Focus on Cohesion: Ask yourself, “What will bring the team closer right now?” Open up conversation or close it down based on what best serves team unity.

• Empathize and Validate: Empathize with people’s feelings (“You sound so ____. It is so hard to feel ____, and I see how you would feel that way”). 

• Balance Structure & Dialogue: Balance structure with open dialogue to provide safety while connecting people.

• Refocus on Shared Goals (business goals and group norms / values): Acknowledge emotions and redirect focus to shared business goals. Revisit team values and norms for respectful engagement.

• Encourage Team Building & Resources: Prioritize team-building activities and make use of available resources (like Groops).

ANNOUNCEMENT

If you want support deepening cohesion on your team or in your organization, this is what we do at Groops. We offer cohesion building workshops, 1:1 coaching, assessment of cohesion of your team / organization, and customizable programs, at a super affordable price as culture is built across the organization (not just at the executive level).. We can do post-election Groops for Teams, De-Escalation Training for Leaders, or our standard team building programs.

Thanks for reading and keep on connecting :) .  

Best,

Bobbi

Bobbi Wegner, Psy.D.
Founder and CEO of Groops​: helping teams feel and function their best
Lecturer at Harvard University in Industrial-Organizational Psychology

If you are curious about the cohesion and health of your team, book a complimentary 30 minute consultation HERE . Shoot me a note to find out more or to submit  a question / problem at work and we will respond anonymously in the newsletter.  info@joingroops.com . 

www.joingroops.com