The document outlines strategies for creating a thriving workplace by focusing on psychological safety, motivation, and positive relationships. It emphasizes the importance of engaging leadership and employee well-being, noting that only 13% of employees are engaged globally. The workshop aims to provide participants with an understanding of psychological concepts and actionable plans for enhancing workplace dynamics.

1. 3 Simple Steps to Create
a Thriving Team

2. Mental Disorder
14%
Languishing
12%
Moderate
Mental Health
57%
Flourishing
17%
Mental Health SpectrumPercentageofPopulation
Psychological Resources
(Well-being Institute, University of Cambridge, 2011)

3. Mental Disorder
14%
Languishing
12%
Moderate
Mental Health
57%
Flourishing
17%
Workplace Health SpectrumPercentageofPopulation
Psychological Resources
(Well-being Institute, University of Cambridge, 2011)

4. Agenda
1. What makes us give more at work?
2. How do we develop and harness
motivation?
3. How do we create a workplace in which
everyone thrives and flourishes - including
YOU!

5. By the end of this workshop you will:
1. Understand the basic psychology of…
a. Psychological safety
b. Motivation
c. Optimal human functioning
2. Have strategies for…
a. Building thriving workplace
relationships
b. Increasing motivation, wellbeing and
happiness at work
3. Devised an action plan for
implementation

6. ‘A positive, fulfilling,
work-related state of
mind characterised by
vigour, dedication and
absorption’
- Schaufeli, Salanova, GonzálezRomá, & Bakker, 2002

7. • Worldwide, only 13% of employees are
engaged at work
• Actively disengaged employees outnumber
engaged employees by nearly 2 to 1
• In Australia and NZ 24% of employed
adults are engaged at work
Gallup ‘State of the Global Workplace’ research report, 2013

9. 1. An environment in
which people feel safe

10. Project Aristotle: The quest to create
the perfect team
● 2012
● 25 years of academic research
● 180 internal teams
● No answers until...

12. Psychological safety is a shared belief
that the team is safe for interpersonal
risk taking. It can be defined as "being
able to show and employ one's self
without fear of negative
consequences of self-image, status or
career" (Kahn 1990)

13. When we feel psychologically unsafe
we:
● Shut down
● Don’t ask questions
● Don’t offer new ideas
● Withdraw
● Become defensive when given feedback
● Are reluctant to admit to mistakes

14. We might also:
● Bicker with others
● Refuse to collaborate
● Suffer emotionally and psychologically

15. When we feel psychologically safe
we:
● Share information
● Own up to and discuss mistakes
● Volunteer ideas
● Ask for feedback and receive it openly
● Experiment and learn

16. ● Satisfied
● Engaged
● More productive
● Happier / mentally well
We feel:

17. 2. Connection

18. Why good leaders make you feel safe

19. ‘Get the environment
right and remarkable
things happen’

20. ‘It’s the Leader who sets
the tone’

21. People join good organisations and
leave bad managers.
People see the organisation only
through their immediate boss. However
good the organisation is, people will
quit (or become distressed) if the
reporting relationship is not good and
healthy.
-Gallup

22. As a leader….
● Be vulnerable.
● Make mistakes.
● Ask for feedback.
● Be available.
● Be real.
● Master your emotions
● Replace blame with curiosity
● Have fun - but not at others’ expense.

23. ● Believe that mistakes are part of growth
● Promote 'conversational turn taking' - ask questions and listen.
● Develop empathy.
● Don't wear your 'work face'.
● Listen.
● Recognise and celebrate courage.
● Use ‘meaningful’ language, not jargon
● ‘Just Like Me’ exercise

24. Motivation - It’s complicated...
Intrinsic motivation - the desire to do something for the experience
itself; for the love of it
Identified motivation - internalised into your sense of self. It may not be
fun but it is important to you or ‘the right thing to do.’
External motivation - something you’re ‘forced’ to do, that’s not
particularly fun and you see little value in it
Introjected motivation - ‘shoulds’ and self guilt-trips

25. Autonomy,
Mastery, Purpose
Esteem
Social
Safety
Physiological
Personal development
plans, mentoring, further
training
Receiving praise and being
respected by others, feeling
their work is important
Good interpersonal relations,
being appreciated by peers,
feeling part of a team
Job security, pension,
health and safety measures
in the workplace
Regular salary, workplace
with the essentials

26. The surprising truth about what motivates us

27. ngagement
P
E
R
M
A
ositive Emotion
elationships
eaning
ccomplishment

28. Positive
Emotion

29. Pay attention to positive
emotion
[ step ONE ]

30. Engagement

31. Focus on the tasks in
which you find ‘flow’
[ step TWO ]

32. Relationships

33. Hang out with your best
people
[ step THREE ]

34. Meaning

35. Write your 6 word story
and find your ‘why’
[ step FOUR ]

36. Help others live, learn
and flourish

37. Accomplishment

38. Set goals for growth and
connection, strive toward
them & celebrate success
[ step FIVE ]

39. ‘Before you are a leader success is
about growing yourself. When you
become a leader, success is about
growing others’
Jack Welch

40. Thank you!
You can find me at:
www.potential.com.au
ellenjackson@potential.com.au
The Potential Psychology Podcast
www.potential.com.au/podcast