It is considered that a team can be defined not just by its competence leading to its overall performance, but by its energy, passion, engagement, and curiosity.  All these factors are essential for a team to perform.  If we look at curiosity, that can be both individual and collective, although the latter can be difficult to define. To an extent collective curiosity can be defined by the culture that surrounds the team and is embedded within it. Levels of engagement can show up within the team and in the way that the team interacts with other teams or staff members.

Energy is slightly different in that in addition to being both individual and collective it can be symbiotic. In this context that means that it can be additive or destructive.  It is often quoted that energy can be infectious, I.e. catch it from others. Dr Bruce Schneider, founder of iPEC (Institute for Professional Excellence in Coaching) created the concept of Energy Leadership and specifically a tool called the ELI or Energy Leadership Index. In simple terms this defines the energy we are showing and internalising at any one time. At the lowest levels we exhibit the energy that can drive individuals towards either victimhood or conflict and the higher levels a sense of service leading to that of synthesis and creation.

The lower levels are defined as “catabolic energy” that can erode us over time, and the higher levels defined as “anabolic energy” that builds us. Our energy level is not fixed, and we resonate between levels dependent on our internal feelings and awareness and the environment at any time. Our energy level is linked to our performance which means we can improve our performance indirectly through improved self-awareness and the ability to influence our environments.

So how does this impact teams, and coincidently gets impacted on by teams. A supportive culture will allow teams to engage and thrive, increase the collective energy in a way that is symbiotic and improves performance. Even in more challenging environments a supportive culture can promote positive energy. One of the key factors for a supportive culture is the provision of psychological safety for those in teams, especially ones that are required to affect change. It is critical that any change agents feel safe and secure in their endeavours without fear of comeback or retribution.  In her paper “High-Performing Teams Need Psychological Safety. Here’s How to Create It”, Laura Delizonna details the importance of having a safe space for teams to function and grow, which of course is directly linked to the culture of openness within the company.

To summarise, having positive energy in a team is a key enabler for effective team functioning. Patrick Lencioni describes the five dysfunctions of a team as absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. A positive team energy will enable the team to break these down.