For most of us, being part of a team is a key part of our working lives. According to the Bureau of Labour Statistics, today’s youngest workers will hold an average of 12 - 15 jobs in their lifetime.
I’ve been lucky enough to explore team development through my occupational psychology research[1]. And I’d like to share some key findings – what makes teams highly effective, and how these factors can be used in your everyday work.
From last Friday’s International Positive Education Network (IPEN) conference it is clear that leaders at the highest levels in higher education, public health and economic policy, joined by world-leading scholars and public policy shapers are both curious and serious about exploring these questions.
And so they should be.
The personalisation of goods, services and activities appears to becoming ever more prevalent and popular. From the comfort of your sofa, you can now personalise your trainers, order made-to-measure clothes and even add your own label to chocolate and hazelnut spread.
Wouldn’t it be wonderful if the possibilities for greater personalisation spilled over to the world of work? Where rather than being asked to fulfil a specific job, task or activity, you were encouraged to tailor and tweak aspects of your role based on your personal strengths, passions and interests.
