N6 - Pivots Happen, Lessons Learned, Startup Mentality
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
I notice that exactly two years ago, we pivoted Groops. It was such a hard decision but the reality was - what we were doing was not working (yet…more on that another time). We initially launched as a D2C wellness platform trying to scale support groups for everyday (or subclinical) issues. We invited people to log on to talk about personal problems (that are actually universal problems - stress, relationships, parenting, work/life) with a group of strangers struggling with the same issue and the help of an expert in psychology.
People would sign up, but then not show up because we were serving “the worried well.” They were healthy enough to opt out of a group if / when they had a competing commitment as their pain point was not strong enough to push them to attend. D2C was expensive to market as well.
The short of it is - it hit a defining moment in the story of Groops.
There were two paths in front of us - end it all or go forward but do the hard work of paving a new, uncharted path that would cost money we did not have without any certainty that it would work. We chose the latter.
We reduced cost and came up with a new plan. I am minimizing the stress for brevity’s sake (which included renegotiating with a cofounder and throwing away our platform and curriculum) but it was rough and uncertain. A few tears were shed, and I am not a crier.
We wondered - what would it be like if we brought experts in group and organizational psychology to the virtual and hybrid office to help teams deepen connection and improve cohesion so they could feel and perform their best?
It felt like a Hail Mary pass with a short runway. We looked for 3-5 pilots in small companies that following fall but we ended up getting in with some big names. We saw an interest almost immediately so we started selling subscriptions in January.
Although this story is not written and we are still bootstrappy and growing, we see a clearer path and are more motivated than ever to keep building to help people and teams have more connected work lives.
I share all of this for a few different reasons:
It is our 2 year anniversary of the pivot and I reflect with pride. With a small, dedicated team laser focused on one goal, we have grown so much. At this point, we have partnered with over 25 organizations - from a small accounting firm to a Fortune 10 company and everything in between. Lack of cohesion on teams is a universal problem made worse in the new landscape of work.
It highlights that business (and life) are non-linear. There are ups and downs, but the way to make it through is with strong relationships grounded in direct, honest communication and trust. A strong vision and high tolerance for uncertainty helps.
To normalize and empathize with leaders. We are tasked with making big decisions with imperfect information while holding both hope for the future and reality. Share as honestly as possible with the team. They are looking to you for both certainty and answers - neither of which are there, so build trust by empathizing with their feelings, sharing what you can and what you know to be true, and articulating when more information will be available.
There is a pressure to move forward while uncertainty can hold us back. This can put us in a place of paralysis. Notice it and take a step. It is better to move and adjust rather than waste time and be stuck in analysis paralysis. The answer is never 100% there.
Culture matters. People’s true colors come out in times of challenge. Be the person who moves towards difficulty, opens conversations, and respects everyone's needs and fears. Share as much as you can without compromising the business or anyone else. That is where deep relationships are built. Shout out to my amazing COO who is a ride or die. We leaned in - together. This set the tone for everyone else who joined our amazing team.
Purpose sustains. People think I am insane for giving up a thriving private practice / consultancy to become a founder trying to build the global hub of workplace connection. I love it. It brings me energy. And, I see a gigantic business opportunity. Because of the alignment between my personal mission and professional path, my commitment is deep. The purpose fuels me.
I wonder what all leaders can learn from building a startup even when you are not in one? I have a few questions for you below.
A QUOTE TO THINK ABOUT
“As you start to walk on the way, the way appears.”
Source: Rumi
A DEEP-ish QUESTION (or Three)
If you were tasked with doubling down on what is working in your work and letting the things go that are not working, what would that look like?
What is an idea you have that you want to test (even if it seems unattainable)?
How can you take a step forward when you have high levels of uncertainty, imperfect information, and anxiety about making the right / wrong decision?
SOMETHING TO TRY
Read a book or two. I just finished Humanocracy (by Gary Hamel & Michele Zanini) which encourages large organizations to minimize bureaucracy by empowering smaller teams and operating like a startup (using the Lean Model). It is worth a read.
Lean Startup is a classic. Running Lean is good. And, Traction offers templates for small businesses that you can use on your team (including mission / vision values). We at Groops also run mission / vision / values workshops for organizations and teams.
Test and learn. Pick an idea you are willing to test. Set concrete, time limited goals, measure success, and assess if it worked.
Start.
Case Consultation
Question: How can we operate like a startup (when we are not a startup)?
Dr. Bobbi: Although your organization is not a startup, you can increase innovation by:
Empowering teams: encourage each team to articulate their own mission / vision / values (and name how they intersect and support the company’s mission / vision/ values)
Creating opportunities for smaller project based work groups or cohorts with a shared interest or goal to come together (if you are on a team great than 15)
Adopting a Lean Approach: develop Minimally Viable Products (MVPs) to quickly test and iterate on new ideas
Embracing an entrepreneurial spirit and build into your team culture: that means internalizing a growth mindset, can do attitude, risk taking, curiosity, creativity, and hustle
Collaborating: new ideas come from new people. Get out of your silo and ask someone from a different discipline / department to give you feedback on an idea
ANNOUNCEMENT
I am in France right now. I love connecting with people and just had lunch with a former student / Professor of Leadership at EDHEC. If you are in France, let me know. I am not opposed to a car / train ride for a coffee, drink, lunch, dinner etc.
Keep on connecting. Cohesion is built one connection thread at a time.
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 .
