Letting Go of Perfection

The Strength of Support Networks

Leading with Self-Awareness

Empowering Others to Perform

Practicing Gratitude

Key Takeaways for Leaders

• Don’t aim for perfect—realistic expectations are more sustainable.
• Build a strong support network and lean on it.
• Make self-reflection a regular leadership habit.
• Empower your team to step up and share the load.
• Focus on what’s going well—gratitude is a leadership superpower.

• Websites: haydenfricke.com | steople.com.au
• LinkedIn: Hayden Fricke

In Episode 15 of the Leadership and Wellbeing podcast, Hayden Fricke explores how data-driven approaches are revolutionising employee wellbeing. Joined by Carolyn Creswell, owner and CEO of Carman’s, this conversation highlights the transformative potential of data in enhancing both individual and organisational health.

The Role of Data in Enhancing Wellbeing

Data plays a pivotal role in promoting wellbeing by providing actionable insights into health metrics like sleep patterns, stress levels, and physical activity. Carolyn advocates for leveraging technology such as wearable devices to track these metrics, enabling individuals to make informed decisions about their health. This personalised approach aligns with advancements in healthcare, tailoring interventions to specific needs and fostering long-term wellbeing.

In organisational settings, data-driven strategies empower leaders to design targeted wellbeing programs. By analysing employee engagement and health data, organisations can implement initiatives that boost satisfaction, reduce absenteeism, and enhance productivity. As Carolyn notes, “Being in good health is essential, whether it’s work relationships or pursuing our passions.”

Purposeful Leadership and Self-Awareness

In Episode 16, Carolyn Creswell delves into the importance of bringing one’s whole self to work. Purposeful leadership, she explains, starts with self-awareness—understanding how one’s actions and decisions impact others. By reflecting deeply on values and intentions, leaders can align their behaviours with their goals, fostering authenticity and empathy.

Carolyn emphasizes the significance of small, sustainable habits in driving positive change. Using data to track progress, leaders can adopt practices that improve their health and performance. This approach not only enhances personal resilience but also sets a powerful example for teams.

Situational Leadership and Adaptability

Situational leadership theory underscores the need for adaptability in leadership. Data provides leaders with nuanced insights into their teams’ needs, enabling them to adjust their style based on the context. By analysing metrics like employee wellbeing and performance, leaders can determine when to adopt a supportive or directive approach, fostering team cohesion and productivity.

Key Takeaways for Leaders

1. Leverage Data for Insights: Use health and engagement metrics to design personalised wellbeing programs.
2. Prioritise Self-Awareness: Reflect on your values and actions to align your leadership with your goals.
3. Adopt Small Habits: Implement sustainable changes that enhance health and resilience over time.
4. Be Adaptable: Tailor your leadership approach to meet the unique needs of your team.
5. Model Purposeful Leadership: Lead by example, demonstrating a commitment to wellbeing and authenticity.

Why This Matters

Whether you’re a strategic leader or a wellbeing advocate, these insights highlight the power of data and self-awareness in transforming leadership. By integrating these practices, organisations can foster a culture of health, engagement, and innovation.

Take the Next Step

For more inspiration, tune in to Episodes 15 and 16 of the Leadership and Wellbeing podcast. Discover how data-driven strategies and purposeful leadership can enhance both individual and organisational success.

Connect with Hayden:

• Websites: haydenfricke.com | steople.com.au
• LinkedIn: Hayden Fricke

In Episode 13 of the Leadership and Wellbeing podcast, Hayden Fricke sits down with Lieutenant General John Frewen, a distinguished leader with over four decades of experience in the Australian Defence Force (ADF). This conversation explores the critical interconnection between leadership and wellbeing. Lieutenant General Frewen’s journey provides profound insights into self-awareness, managing burnout, and fostering resilience in high-stress environments.

The Foundation of a Distinguished Career

Lieutenant General Frewen’s career began with his graduation from the Royal Military College at Duntroon in 1986. Over the years, he has led operations in Rwanda, the Solomon Islands, and Afghanistan, earning recognition for his exceptional leadership, including being appointed a Member of the Order of Australia in 2004. Today, he serves as the Chief of Joint Capabilities for the ADF.

The Critical Role of Wellbeing in Leadership

Throughout his career, Lieutenant General Frewen has championed the importance of physical and mental wellbeing. He shared a poignant story from his time in the Solomon Islands, where working 18-hour days led to extreme fatigue. Recognising the need for recovery, his team intervened to ensure he took a break, highlighting the value of great support systems and self-care.

Research supports the importance of wellbeing in leadership. Emotional intelligence, which includes self-awareness and self-regulation, is closely tied to resilience and effective decision-making. Leaders who prioritise their health set a powerful precedent for their teams, fostering cultures of resilience and collective wellbeing.

Addressing Burnout and Trauma

In Episode 14, Lieutenant General Frewen delves deeper into the risks of burnout in high-stress environments. Drawing on the effort-recovery model by Meijman and Mulder, he emphasizes the necessity of creating space for recovery after intense periods of effort. Techniques such as mindfulness, regular exercise, and setting boundaries can help leaders recharge and sustain high performance.

Lieutenant General Frewen also advocates for addressing trauma within organisations. By normalising psychological support, likened to having a personal trainer for the mind, leaders can create environments that support mental health and encourage early intervention.

The Power of Group Discussions

One of the most moving aspects of Lieutenant General Frewen’s leadership philosophy is his use of group discussions to foster resilience. Inspired by his experiences in Rwanda, he highlights how sharing emotions and experiences can build stronger, more cohesive teams. This approach aligns with principles of psychological safety, promoting open communication and mutual support.

Key Takeaways for Leaders

1. Prioritise Wellbeing: Recognise the importance of physical and mental health in sustaining effective leadership.
2. Foster Self-Awareness: Reflect regularly on personal challenges and seek feedback to grow as a leader.
3. Address Burnout Proactively: Leverage recovery techniques to maintain energy and decision-making capabilities.
4. Normalise Psychological Support: Destigmatise mental health care to create a culture of resilience.
5. Encourage Open Dialogue: Use group discussions to build trust, understanding, and collective strength.

Why This Matters

Lieutenant General Frewen’s insights are particularly relevant for leaders striving for high-performance teams, or those focused on fostering psychological safety. By integrating these practices, leaders can enhance resilience, drive innovation, and build thriving organisations.

Take the Next Step

For more inspiration, tune in to Episodes 13 and 14 of the Leadership and Wellbeing podcast. Discover how prioritising wellbeing and fostering open communication can transform your leadership approach.

Connect with Hayden:

• Websites: haydenfricke.com | steople.com.au
• LinkedIn: Hayden Fricke

The Power of Multiple Identities

Applying These Lessons in the Workplace

1. Recognize Multiple Identities: Start conversations by exploring the diverse backgrounds and interests of your team members. Share your own. Highlighting multiple identities—both shared and unique—helps disrupt stereotypes and build bridges.
2. Create Equal Footing: Whether in a meeting or a brainstorming session, ensure everyone has an equal opportunity to contribute. Frame discussions so everyone feels like an expert or, alternatively, a learner.
3. Highlight Commonalities: Look for shared goals, values, or experiences. These points of connection create a sense of belonging and foster collaboration.
4. Design the Right Environment: Difficult conversations require thoughtful settings. Choose spaces where participants feel safe, heard, and valued. Consider informal, neutral locations to encourage openness.

Shifting the Conversation

What strategies have you found effective for navigating difficult conversations? Share your thoughts below!

You might be reading the title and thinking, ‘Isn’t conflict a bad thing?’  

In some cases destructive conflict certainly is. Most would agree that it is difficult for a team to work together effectively if members can’t voice their concerns, disagree with each other, challenge ideas, or highlight where there will be a clash of interests. While it may seem straightforward, managing destructive conflict can be difficult, and these are common ways conflict can arise.

It’s not about avoiding conflict. How we conflict matters. Healthy conflict in a team enables openness, authenticity, critical thinking, and the ability to identify and act on issues and new ideas. When managed well, conflict is beneficial. Crucial even. Let’s explore why. 

The necessary nature of conflict 

Tuckman (1965) outlined ‘Stages of Team Development’ that have stood the test of time. You might know of this as the ‘forming, storming, norming, performing’, framework, with ‘adjourning’ added later. Once a team has been ‘formed’ for a while, people naturally begin to push against established boundaries, and friction begins. While not strictly a linear process, teams are thought to move through a phase of ‘norming’, where members learn to resolve differences, appreciate one another’s strengths, respect each other, and find ways to give and receive constructive feedback. When successful, this kind of productive conflict avoids the personal attacks, politics, and destructive fighting that can too easily emerge when team members work against each other, or when initial disagreements remain unresolved.  

Lencioni (2002) also spoke about conflict in his well-known book ‘The Five Dysfunctions of a Team’, naming one of the five dysfunctions as a ‘fear of conflict’. He asserts that conflict can be productive when there is a solid sense of trust on all sides. With trust, and a willingness to engage productively in what can feel uncomfortable and even threatening, people can challenge and improve one another’s ideas, enabling even better ideas as a result.  

This means that avoiding conflict in the pursuit of harmony and unrealistic positivity can actually be damaging to teams, despite what we have all been led to believe about the benefits of ‘playing nice’. We have to be willing to share our concerns and questions, engage in difficult conversations, and challenge each other’s thinking. Brene Brown, well known for her work on vulnerability, might well argue that the clarity emerging from this more open communication is a far truer demonstration of kindness.  

Who wouldn’t want to be a part of a high performing team? Where the whole is greater than the sum of its parts, and all team members are actively collaborating in the achievement of a shared vision. In addition to such teams feeling far more positive, Keller and Meaney (2017) found a 1.9x increased likelihood of having above-median financial performance when the top teams are working together toward a common vision.  Spencer (2001) found that superior teams are 30% more productive than average teams. Want people to perform at their best and stay with the business so they can keep doing it? The answer lies in enabling high-performance teams.  

Of course, for the most part, high performing teams do not simply happen. There are ups and downs. It takes focused effort and time to build understanding, skill, and team processes through targeted, need based development to produce a measurable return on investment.  

The good news is that many have found that positive outcomes can also include higher engagement, better retention, lower stress and burnout, and improved risk mitigation.  It is also likely that such teams will demonstrate greater inclusivity, change agility, and positively influence organisational culture.  

Seems like a pretty clear case. Why is it so hard? 

What goes wrong?

Many senior teams experience conflict that they find difficult to manage, or sometimes even to acknowledge. Often, top teams include a selection of siloed superstars, uneven power dynamics, differing levels of experience, contradictory priorities, challenges aligning under a shared vision of success, and a limited understanding of how to leverage the diverse strengths of the group. This of course is made worse when you add high workloads, stress, and poor emotional control into the mix. Not to mention the very real challenges of actually leading the business and navigating market pressures.

Conflict can build for a myriad of reasons, from differences in values, perspectives and communication styles to real or imagined competition for resources or recognition. It is an inevitable part of the collaborative process. When diverse individuals bring their unique backgrounds, expertise, and viewpoints to a team, clashes can and should be expected. In fact, diversity, along with the differences it can bring, can be hugely positive, if and when that conflict is handled effectively.

In fact, Rock, Grant and Grey (2016) argued that diverse teams ‘feel less comfortable – and that’s why they perform better’. They demonstrate that it’s not the presence of conflict that dictates a team’s success but how that conflict is managed. Further research has shown that in the short-term, homogeneous teams may seem to perform better initially than diverse teams and feel easier to be a part of. However, diverse teams that learn to manage conflict well, who can bring diverse views and approaches together, perform better than homogeneous teams over the longer-term.

Furthermore, Bowers, Pharmer and Salas (2000) found that diverse teams have a particular advantage when dealing with issues and tasks of high complexity. They suggest that highly complex tasks require innovation and creativity of thinking and a diverse team that can navigate conflict is more likely to have these qualities. In today’s world, it’s easy to see how the ability to deal effectively with complexity is important for senior teams.

When it matters

We can’t stop mistakes or conflicts from happening. We don’t want to stop all kinds of failure or disagreement. Where there are people there will be conflicts, and how we respond in the moment matters immensely when creating a sense of safety and team.

When someone behaves aggressively or disrespectfully, do team members work to clarify expectations respectfully, or does it escalate? Do we put our heads down and avoid dealing with the issue? If we do, trust and safety is almost immediately lost. Cynicism grows. Frustrations and conflicting alliances grow. How we deal with behaviour that has a negative impact is just as important as promoting the right behaviours. This isn’t about being nice – it’s about showing respect and having the courage to have the real conversations needed to make it safe for everyone to contribute to progress against goals we are all on board with, even if we need to sort through some respectful disagreement first. It may feel hard in the moment, but explicitly demonstrating a commitment to valuing diverse views and styles is necessary for effectively utilising the talent available in the team.

When someone asks a ‘stupid question’ or doesn’t understand, how do we respond? These are opportunities to either encourage engagement or shut it down. If someone makes a suggestion we don’t like, how open are we to considering it? How often are we in a bad mood and end up taking it out on others? When we are busy and focused, how quickly to we move into telling over asking? While conceptually most people will grasp the importance of being able to speak up and share what you think, it’s easy to miss how many of our day-to-day behaviours make it hard for others. We need to be explicit in communicating our openness and respect.

Efficiency and overall effectiveness are also important here, as multiple conflicts, even when small, can cause members to pursue workarounds that result in deviations from optimal task flow (Park et al. 2020). This is why it is also important for the team to pay attention and to reflect on what works for them and what doesn’t, to plan for success by agreeing on how they will work together and acknowledging mistakes along the way. Individuals may also have to work on how they show up – how many of us dislike conflict so much that we have extreme reactions to even the possibility of it, and then try to blame it on others?

Start with trust and psychological safety 

Without trust, team members are less likely to express differing opinions, or do so less productively or respectfully, negatively impacting critical thinking and promoting a tendency to acquiesce, stick with the status quo and/or avoid disagreement. This undoubtedly damages team climate and outcomes.  

Google’s Project Aristotle found that the most crucial factor for team effectiveness isn’t the collective IQ or the skills of team members. The biggest predictor of all is psychological safety. As defined by Amy Edmondson, this is ‘a shared belief held by members of a team that the team is safe for interpersonal risk-taking’ enabling a sense of safety for individuals to express ideas, take risks and show vulnerability without fear of ridicule or reprisal. Psychological safety in teams was found to result in amplified innovation, improved issue resolution, and elevated team efficacy (Edmondson 2009). Bradley et al (2012) also found that psychological safety facilitates the performance benefits of task conflict in teams. If you aren’t sure where to start, even small improvements in psychological safety should help create a foundation for tabling the obstacles that stand in the way of constructive conflict.  You can then consider a number of other key team attributes.  

Research by Steople into high performing teams has shown the following to be both predictors of effective team functioning and targeted areas where practical action can be taken to improve team performance: 

• Trust and Psychological Safety: The ability of team members to demonstrate and engender trust in a genuine and authentic manner and to build high levels of psychological safety. This is the most crucial aspect and ties together each of the below. 

• Direction: Everyone is clear about where the team is going and what it is trying to achieve. 

• Clarity: Clarity of roles and responsibilities and the linkage back to the direction of the team. 

• Balance: A good balance and diversity of capabilities and styles of operating and the ability to leverage those differences. 

• Interdependency: Understanding that the success of the team is dependent on the overlapping responsibilities of each team member 

• Communication: Effective communication systems, processes and styles including team meetings and communication rhythms. This includes working through conflicting views. 

• Commitment: Common commitment to the purpose and direction of the team beyond personal or functional goals and aspirations. 

These factors all help to drive a team towards high performance and they are underpinned by high levels of trust and psychological safety. This type of ‘safe’ environment enables teams to manage conflict in constructive ways. This is similar to the term ‘rumbling’ that was introduced by Brene Brown in her book Dare to Lead (2018). She describes rumbling as ‘engaging in challenging conversations, confronting conflicts, and expressing ourselves honestly without resorting to blame or judgement’.

Nurturing constructive conflict

To summarise, here are some specific actions can you take to build an environment of constructive conflict:

• Promote psychological safety: Leaders must cultivate an environment where team members feel safe to express their thoughts, opinions, and concerns without fear of retribution or ridicule.  There are 3 things a leader can do to help create this environment: 

• Set the scene by encouraging ‘intelligent failures’ and learning from mistakes. 

• Invite engagement by team members by asking broad and deep questions, and by modelling vulnerability and candour. 

• Respond appropriately when team members ask questions, make mistakes, admit vulnerabilities or share failures. 

• Establish ground rules: Begin by setting clear expectations for how conflict should be approached within the team. Encourage respectful dialogue, active listening, and openness to differing opinions. Give everyone the opportunity to contribute. Be careful of those who seek to dominate.  

• Role-model constructive conflict: Leaders should lead by example, demonstrating how to engage in healthy debate and showing how to disagree respectfully. 

• Train conflict skills: Equip your team with the skills and tools they need to engage in healthy conflict. This could include training in active listening, having difficult conversations, giving feedback, and adapting to different needs and communication styles. Team coaching can also allow for the facilitation of real and meaningful dialogue that becomes embedded in how the team communicates.  

• Encourage diverse perspectives: Actively seek out and value different viewpoints. Reward and appreciate alternative thoughts and views. Encourage people to challenge established ways of thinking and working. This diversity of thought can be a powerful catalyst for innovation and problem-solving. 

• Facilitate open communication: Regularly create opportunities for open dialogue, such as in team meetings and feedback sessions, where issues can be discussed openly and constructively. 

• Normalise constructive conflict: Make it clear that conflict is a normal and expected part of working on a team. By normalising it, you reduce the stigma and anxiety associated with expressing dissent. 

• Consider a team-based survey to assess team dynamics, and communication styles, or to directly measure the predictors of high performing teams. Having data to help the group address the differing experiences of team members can be a valuable fast-forward past the usual desire to assume everything is fine.  

Finishing thought

Well managed conflict, particularly in diverse teams dealing with complex and shifting realities, can be argued to be not only an advantage but in our experience, a crucial aspect of high performing senior teams. It may require a consistent commitment to the uncomfortable, and courage to engage in challenging issues and dialogues, but the rewards are great, and well worth the effort.

Whether it is individual capability, team dynamics or organisational behaviours, Steople helps identify the problem and provide commercial solutions based on well-founded psychological principles and academic research.

Our team will help you achieve success through your people. Our job is to help clients create great places to work, which in turn delivers great business outcomes. Contact us today.

Why change requires a coach.

We’ve all heard it–why don’t you just change? Every one of us brandishes behaviours that are disliked or sow discord by those with whom we interact, including romantic partners and work colleagues. Just change, they say.

But, we don’t. At least not usually. And, we are really not to blame.

Blame that big, energy-hungry brain of yours.

The human brain consumes about 20% of our metabolic energy but is only 3% of body weight. We evolved to manage this high energy overhead in two ways. First, the brain wants to strongly return to “idle mode” where little energy investment is made to process the experiences we are having. We “half-ass” a lot of activities because good enough saves energy.

The second energy-saving technique the brain uses is to establish default pathways that manifest as habits. Once we have done an activity a dozen times, we activate the same brain network and do the activity similarly in most situations rather than pay the metabolic cost to figure out what to do from scratch. Your lazy brain wants you to repeat behaviours over and over, even if they may be maladaptive.

People who love you will forgive habitual peccadillos. But, when habits inhibit teamwork on the job and drag down productivity, they need to change.

Neuroscience takeaway number one is that change is hard because it requires a significant metabolic investment to change habits.

This is where professional coaches, learning specialists, and organisational change experts from outside the organisation come in.

Not only can they take on some of the load and help craft a smoother way forward, But by coming from outside the organisation, they are perfectly equipped to offer an external perspective, and can help highlight existing patterns and challenges- knocking the brain out of idle mode, telling the brain “hey, this is important.”

Maybe we need to shift our mindset, maybe we need a new set of skills to reach a new vision, or maybe we just need to stop banging our heads against the brick wall and change our behaviour to change an outcome. There can be many reasons to seek change, and many benefits for making the investment to do so. But we do need to be smart about it, resources aren’t unlimited.

Effective coaches and facilitators support the process by connecting and communicating with clients to better understand context and goals, and to identify the bad habits or behavioural patterns that inhibit performance. They can guide and empower us to establish and practice new habits that rewrite established neural pathways.

Neuroscience insight number two: the evidence shows it typically takes 90 days with feedback to change a habit.

This can be difficult to achieve alone, particularly when there are so many other priorities demanding our time, energy and attention.

Our brains can do amazing things, but they also have limitations. This is where knowing and applying best practices comes in. For example, directing and maintaining attention on learning new behaviours is difficult, and memory lapses. People often learn best through trying, and through failing a few times. Indeed, despite people’s best efforts, one can’t simply master a new skill by looking it up online or asking an AI chatbot. Many people seeking coaching are highly motivated at the start, yet the motivation dwindles as stumbling blocks start to appear.

It takes time, repetition, and rehearsal to embed new knowledge into the brain that results in new behaviours. This requires articulating a compelling outcome, motivation to persist through challenges, ownership, and, to really get things moving, an understanding of effective reward mechanisms.

It is no wonder that change efforts often fail for individuals, teams and organisations, because of all the neural and behavioural barriers to change. Here’s the key point: individuals who want to improve their performance don’t need to be scientists to reach their goals. They can partner with people that have this expertise, to support and guide them to reach their goals. In addition to setting goals and knowing why change is needed, real habit change comes from guided practice and encouragement.

Well timed individual and team coaching sessions are immensely helpful in sharing experiences, making connections, collaborating, and overcoming the obstacles faced in applying new approaches. Well-spaced learning activities offering knowledge, ideas, and tangible options can help generate clarity and positivity. Creating space to share interests, frustrations, learnings and possible solutions improves emotional fitness and mental clarity. A supportive, and empowering facilitator and coach who understands the context and is invested in one’s success is essential for rapid progress.

Consistent and sustainable action is the key to habit change, and consistent tracking of effort and progress is an important supportive resource. For example, through a behavioural habit tracking app, or Immersion Neuroscience’s SIX app. SIX captures neurologic data showing users that new habits produce more peak performance experiences. SIX also links to users’ calendars, showing the activities performed with peak performance and revealing those tasks that need more practice. It even enables users to form groups that can support habit change, allowing others to offer encouragement on the journey. In this way, SIX objectively proves the return to coaching.

Not sure yet if you should engage a coach to work with on reaching your goals? Not sure if a skilled facilitator can help you and your team get on the same page and get moving toward shared priorities and change goals? You probably know what we think.

Immersion Neuroscience and Steople partner on a range of science-informed initiatives with shared clients – supporting individuals and teams in building capability and measuring success through a range of tools and technologies.

Contact us for more information on how we can help you.