As a Team Lead in a fairly talkative organisation, I attend a lot of meetings. However valuable these discussions may be, this presents a couple of challenges for the team.
There‘s an idea in certain circles that we should be able to bring our whole selves to work.
There are aspects of this notion that I find unproblematically wonderful. For those of us who are invisible members of minority groups, the ability to drop the mask and be open about our identities can help us find a level of safety and inclusion at work.
There are areas that I find problematic, particularly questions about how permeable the work/life barrier should be. These are questions for another day.
The point I’m thinking about today is that there are aspects of all of us that are unpleasant. We think dark thoughts and entertain transgressive fantasies. These are parts of our whole self, but do we really want to bring them to work?
Carl Jung characterises this aspect of us as our Shadow, and sees our encounters with our Shadow as part of the way we Individuate ourselves. Repression and denial of the Shadow can lead to dysfunction: we can become overwhelmed by it and start Acting Out our fantasies, rather than enjoying them in the privacy of our mind.
So I find a tension here: being a psychologically healthy person requires us to have a healthy relationship with the dark areas of our minds, to admit these areas into our whole selves. But if we are to bring our whole selves to work, then we need to bring these dark areas to work as well.
This question becomes more pressing if we accept that there is a close relationship between our Shadow and our creativity. If we hope to do creative work, then we need to be able to dip our bucket into this dark well.
In this context, I read something interesting in an interview with Phoebe Waller-Bridge:
More than anything, she says, as a writer she wants to show women indulging their appetites and venting their grievances. “We sexualise women all the time in drama and TV. They are objectified. But an exploration of one woman’s creative desire is really exciting. She can be a nice person, but the darker corners of her mind are unusual and fucked up, because everyone’s are.” Has she always been able to say the unsayable? “Yes. As long as it feels truthful, as long as it’s pointing at the elephant, it is always exciting.” [Emphasis mine]
And this got me thinking again: Waller-Bridge is making quite a name for herself by bringing the darker corners of the mind, the Shadow, into her work. As a screenwriter this may be rather more straightforward than for a software developer, for example. But is there a way we can openly and honestly bring these aspects of ourselves to work? Is a truly psychologically safe workplace one where we can invite our Shadows?
An interesting parallel occurred to me the other day during a conversation at work: the mood of a team is subject to changes, just as that of an individual, and sometimes depression can set in. So, just as we can learn techniques to fight of depression in ourselves, maybe we can do the same within our teams.
It became clear to me a few weeks ago that my team was in the doldrums: we had come to the end of several significant pieces of work, but had released this work with very little fanfare, which led to a feeling of deflation; furthermore, our future workload was both daunting in size and vague in scope, with few clear short-term goals, which gave us a sense of listlessness; in the past few months, several really talented team members had left us, and we hadn’t yet managed to to find a new dynamic for the team, so we had lost the buzz that comes when collaboration becomes second nature; finally, a raft of factors beyond our control meant that we kept finding our work blocked, which just added another layer of frustration.
I had recently taken on the role of team lead, which meant not only that these issues became a particular problem for me, but also that I had an opportunity as primus inter pares to do something about this. In working to find a way out of this morass, I came to a realisation: I had been here before, and I already knew how to deal with it.
A rich seam of depression runs through my family, and it has been part of my life since childhood. In the past few years I have pushed it into remission, and it rarely raises its head now. However, from time to time I do catch the onset of a spell of depression, and I have identified a set of first-aid techniques that I can use to stop it developing further. Many of these techniques—regular exercise and fresh air, early nights, cutting down on alcohol, making time to read and relax—seem simple and obvious, but these are just the habits that can get sidelined when depression sets in, so I have to treat them as a strict regime and push myself to follow them. The result of this is incredibly effectively for me.
Here are my key actions in fighting the signs of depression:
- I have identified and look out for the early warning signs, so I know when I need to take action
- When I spot these signs, I acknowledge that the situation warrants special behaviour, even if this means putting other priorities on hold
- I have identified specific behaviours that I know help me recover
- I stick with these behaviours until I am back on an even keel
This brings me back to my team’s situation. Of course, the ideal is to develop good everyday habits that keep depression at bay, but while we work on that, we may well find ourselves slipping into the doldrums occasionally. It seems to me that all four of these actions can apply to a team just as readily as to an individual.
I would be interested to hear other people’s experiences of dealing with lapses in team mood, as well as thoughts on how these ideas fit with various codified working patterns. Please share your ideas!