Ivan Pashko: Navigating the emotional landscape of performance in new realities (UA) UA Online PMDay 2023 Spring Website - www.pmday.org/online Youtube - https://www.youtube.com/startuplviv FB - https://www.facebook.com/pmdayconference

1. Navigating an emotional
landscape of team performance
Especially, in new realities..

2. Why it is important to study emotions?

3. Ivan Pashko
● Engineering Manager @preply
● 14 years in IT
● 6 years happy father
● Co-hosting at 80/20 Engineering
Podcast

5. Go to www.menti.com and use the code 89 85 38 1
What is your emotion of the last year?

6. Year of emotional swings

7. Why it is important to study emotions?
● Emotions Give Us Feedback
● Emotions Can Motivate Us to Take Action
● Emotions Help Us Survive, Thrive, and Avoid Danger
● Emotions Can Help Us Make Decisions
● Emotions Allow Other People to Understand Us
● Emotions Allow Us to Understand Others

8. Why study emotions is important?

9. Example-1: Dan Ariely experiment with pizza at Intel

10. 4 conditions
1. Monetary bonus: “Good morning! If you reach or exceed X chips today, you’ll
receive 100NIS in cash. Good luck!”
2. Pizza Voucher: “Good morning! If you reach or exceed X chips today, you’ll
receive a voucher for pizza. Good luck!”
3. Compliment: Message after achievement X chips - Well done!
4. Control group - no message, no bonus

11. Go to www.menti.com and use the code 89 85 38 1

12. Day-1 Day-2 Day-3
Money bonus 4.9 %
Pizza (voucher) 6.9 %
Thank you! 6.7 %

13. Day-1 Day-2 Day-3
Money bonus 4.9 % -13.2 % -6.2%
Pizza (voucher) 6.9 %
Thank you! 6.7 % 4% 2%

14. Pizza – The Best Incentive to Boost Productivity at
Work

15. Example - 2: Candle experiment
Building on the candle problem, scientist Sam
Glucksberg divided participants into two groups:
● He asked one group to establish norms and
averages for how long it typically takes
someone to solve the candle problem.
● In the second group, he offered rewards for
finding the solution the quickest.
Which group finished faster in average?

16. Example - 2: Candle experiment
Building on the candle problem, scientist Sam
Glucksberg divided participants into two groups:
● He asked one group to establish norms and
averages for how long it typically takes
someone to solve the candle problem.
● In the second group, he offered rewards for
finding the solution the quickest.
It took the second group, on average, three and a
half minutes longer.

18. Example-3: Elliot’s story
Elliot
?

19. Example-4: Trolley problem

20. Most of us can’t make a decision, because
of emotions

21. Emotions
(or emotional reactions)
Image by Ryan McGuire from Pixabay

22. Emotional reactions:

23. What emotional reaction can be?
● Positive
○ e.g., happiness, satisfaction,
excitement
● Negative
○ e.g., anger, sadness, anxiety, stress
● Neutral
○ e.g apathy, boredom, detachment

24. What emotional reactions are good for us?
● Positive
● Negative
● Neutral

25. Anticipation of positive
emotions
Изображение Mylene2401 с сайта Pixabay

26. time
Anticipation of [reward, achievement, big goal, recognition]
Motivation

27. time
One big goal
Motivation
Performance

28. Why goal is not enough?

29. Stephen Covey (8th habits)
● 37% - Understand organisation’s goals
● 20% - enthusiast about goals
● 20% - know how work correlate with goals
● 15% - enable to execute goals
● 20% - trusted the organization

30. Soccer team

31. ?
? ?
?
?
?
?
4 - Know where is the Goal

32. 2 - Care about the game

33. 2 - Knows position they played

34. 9 - Competing against own team members

35. So, how to set a good shared goal?

36. Goal-Setting model
https://positivepsychology.com/goal-setting-theory/
Commitment → Attachment to goal
Clarity → Specificity of goal
Challenge → Degree of goals difficulty
Complexity → Degree of goals demand
Feedback → Presence of progress reporting

38. https://www.gapingvoid.com/blog/2020/03/02/we-proved-it-ceos-who-embrace-culture-win/

40. Goal-Setting model
https://positivepsychology.com/goal-setting-theory/
Commitment → Attachment to goal
Clarity → Specificity of goal
Challenge → Degree of goals difficulty
Complexity → Degree of goals demand
Feedback → Presence of progress reporting

42. How you set a goal?
S - Specific
M - Measurable
A - Achievable
R - Realistic
T - Time-bound
+
Formulate with “Why”

43. Your questionnaire
- Who we are?
- Why we are here?
- Why do we do it?
- What do we do?
- When do we do it?
- How do we get there?

44. time
SMART Goals
Motivation
Performance

45. time
Sprint! Goals
Motivation
Performance

46. time
Roadmap with milestones
Motivation
Performance
Small “wins”

47. time
Daily donations on army
Small “wins”

48. time
Reality
Emotional Sings

49. ● Positive
● Negative
● Neutral

50. Negative
Anxiety: A feeling of worry or fear about what may happen.
Anger: A feeling of frustration or irritability, often in response to a perceived threat.
Frustration: A feeling of being blocked or unable to achieve a desired outcome.
Sadness: A feeling of low mood or despair, often in response to a significant loss or
setback.
Helplessness: A feeling of being unable to control a situation or outcome.

51. Demotivation cost is high
● High cost of lost
● Time on:
○ Replacement
○ Onboarding
○ Training
● Team re-launch
● Team demotivation
● Delivery delay
● Productivity loss

52. First days
Motivation level
Last day
Bye-bye!!

53. time
Motivation
Motivation

54. time
Motivation & Performance
Motivation
Performance

55. First days Last days
Aim of motivation is to build long-term and productive
relationships

56. Rule-1: Keep motivated
easier than motivate

57. time
Keep motivated easier than motivate
Motivation
Performance

58. COVID, WAR, AI, Green splash..

59. Anxiety
Anxiety is a feeling of uneasiness and worry, usually generalized and unfocused
as an overreaction to a situation that is only subjectively seen as menacing. It is
often accompanied by muscular tension, restlessness, fatigue and problems in
concentration.

60. Anxiety
Anxiety is a feeling of uneasiness
and worry, usually generalized and
unfocused as an overreaction to a
situation that is only subjectively
seen as menacing.
It is often accompanied by muscular
tension, restlessness, fatigue and
problems in concentration.

61. 2020 - COVID

62. 2020 - COVID
Plan
- Insurance
- Remote workplace
- Job safety
- ..

63. 2022 - WAR

64. 2022 - War
Plan
- Relocation
- Shelter
- Job Safety
- Generator
- Internet
- ..

66. Нудьга
Нещасливість
Бездіяльність
Л. Фосслін, М. Даффі - Емоції на роботі
Тривога Страх

67. ● Positive
● Negative
● Neutral

68. Boredom: A persistent lack of engagement or interest in tasks can lead to decreased productivity and
performance.
Burnout: Prolonged periods of excessive work demands and stress can lead to physical and emotional
exhaustion, which can, in turn, hinder performance and productivity.
Low self-esteem or self-confidence: Employees with low self-esteem or self-confidence may struggle to
take risks, make decisions, or assert themselves in the workplace, which can affect overall performance.
Imposter syndrome: The persistent belief that one's success is undeserved or a result of luck can lead to
anxiety, self-doubt, and hindered performance.
Lack of trust: Mistrust in colleagues or management can result in poor communication, reduced
collaboration, and low morale.
Resistance to change: Inability or unwillingness to adapt to new processes or technologies can impact
individual and team performance.
Neutral?

69. Bonus can be a stress influencer!

70. What we can do?

71. What is engagement?
● Gallup defines engaged employees as those
who are involved in, enthusiastic about and
committed to their work and workplace.
● Company can influence and contribute on
employee engagement.
● Engagement is not the same as motivation

73. Team Engagement
Engaged employees are highly
involved in and enthusiastic about
their work and workplace. They are
psychological "owners," drive high
performance and innovation, and
move the organization forward.

74. Motivation vs Engagement
1. Employees have an emotional commitment to their work. (Engagement)
2. Employees feel like their work is meaningful. (Motivation)
3. Employees continually learn and seek knowledge. (Engagement)
4. Employees take the initiative on tasks and projects. (Motivation)
5. Employees are persistent in their personal and company goals. (Engagement)
6. Employees are working towards a bonus. (Motivation)
7. Team is working towards a common goal. (Engagement)
https://www.rhythmsystems.com/blog/are-motivation-and-engagement-the-same

76. Engagement to volunteering
Image by <a href="https://pixabay.com/users/geralt-9301/?utm_source=link-attribution&amp;utm_medium=referral&amp;utm_campaign=image&amp;utm_content=7096520">Gerd Altmann</a> from <a
href="https://pixabay.com//?utm_source=link-attribution&amp;utm_medium=referral&amp;utm_campaign=image&amp;utm_content=7096520">Pixabay</a>

77. Psychological safety
Not afraid to:
● Take risks
● Raise problems
● Ask questions
● Make mistakes
● Be yourself
● Disagree

78. High psychological safety practices
– Open dialogue
– People sharing their opinions and ideas confidently
– Fearless behavior and mindset
– Emotions are welcome and acknowledged
– Team members solve conflict productively
– Conversational turn-taking–leaders speak last

79. Low psychological safety behaviors
– Silence or self-censoring
– People keeping their opinions or ideas to themselves
– Fear of being ignored, ridiculed, punished, or fired
– Emotions are ignored or bottled
– Conflict avoidance
– Quiet voices are not included–leaders interrupt and influence others

80. Results fixation

81. Results fixation
● Give a feedback
● Tell a success story
● Give “Kudos”
● Celebrate achievement
● Retrospective

82. Lead by example
● Be empathic
● Show weaknesses
● Act humanely
● Share feelings
● Be honest

83. Few more tools to share with
you

84. EQ stand-up

85. Praise other

86. One minute manager
- One minute goal
- One minute praise
- One minute reprimand

87. Keep your mental health
● Build trust
● Develop safety
● Challenge colleagues
● Practice self-motivation
● Manage stress

88. Нудьга
Нещасливість
Бездіяльність
Успіх
Навчання
Мотивація
Л. Фосслін, М. Даффі - Емоції на роботі

89. Summary
● Emotions are affecting our behavior and performance
● Encourage the positive reaction by:
○ Motivation (growth, goals, autonomy)
● Work with hard reaction by:
○ Building trust
○ Developing psychological safety
○ Proactive communication
● Care personally neural reactions by:
○ Empathy
○ Engagement
○ Growth
○ Achievements
● Care about yourself and lead by example

90. Thank you!
follow us:

91. Додаткові книжки
П. Ленсіоні - 5 вад у роботі команди
Д. Пінк - Мотивація 3.0
Д. Аріелі - Payoff (та інші про поведінкову психологію)
М. Чіксентміхайт - Потік
Проект Аристотель (Google) - Psychological safety (link)
С. Сінек - Почни з Чому?
С. Кові - 8 звичка
…