Accessing Potential Together: The Fearless Teams Approach

At Outbrain, we know the secret to driving growth and innovation isn’t just rocket science – it’s fearless teams. Think of them as the Titans of our workplace: diverse individuals, each with unique superpowers, coming together to save the day (or, at least, deliver exceptional results). From strategic wizards to execution ninjas, and social alchemists who bring it all together, fearless teams thrive on synergy. The more dynamic and complementary the skills, the better equipped we are to tackle challenges, adapt to change, and bring our A-game.

The Power of Complementary Strengths

In fearless teams, collaboration is king, trust is the currency, and clear communication is the unshakable Wi-Fi signal. These aren’t just feel-good buzzwords; they’re the foundation of a group that takes ownership, pushes boundaries, and innovates like pros. It’s like assembling a tech stack – every tool, or in this case, team member, brings something essential to the table. But unlike outdated hardware, fearless teams evolve and grow without losing resilience or adaptability.

The Six Conditions for Fearless Teams

Just like debugging code, creating fearless teams takes precision and constant work! There are six key psychological conditions for fearless teams to exist: purpose, challenge, attention, growth, recognition, and choice. It’s not a mystery; it’s more like a product roadmap for building a balanced ecosystem where everyone is empowered to perform at their best. 

Why Inclusivity is the Driver Behind Purpose and Growth

Purpose is the ultimate team upgrade. But for purpose to resonate, everyone needs to feel included in the vision. When we, team members, see the impact of our work, we engage on a whole new level – like hitting a “deploy” button and watching everything run smoothly. Growth, it is so important! And it’s not limited to promotions; it’s about creating an environment where challenges are viewed as opportunities, and everyone has the chance to expand their capabilities. Inclusive environments make this magic possible, because when everyone has a voice, innovation follows.

Recognition + Choice = Psychological Safety

Recognition is like the golden “like” button in our career. And no, we’re not just talking about giving kudos for shipping that update in record time. Inclusive recognition celebrates all contributions, big or small, flashy or subtle. Combine this with autonomy – the ability to shape our work – and you’ve unlocked the ultimate cheat code for psychological safety. This is where fearless teams thrive: where no idea is “too bold,” risks are calculated, and failure becomes a stepping stone to something fantastic.

Balancing Challenge with Safety

Here’s a plot twist: stress isn’t always bad. According to Yerkes and Dodson (no, not a new startup), there’s “eustress” (the good stuff) and “distress” (the vibe killer). Fearless teams find the sweet spot – where challenges push you to grow without overwhelming you. Leaders play a key role in this, setting ambitious yet attainable goals. When everyone has the tools and support to succeed, magic happens. No Easter eggs left undiscovered, no features half-baked.

The Fearless Way

Creating fearless teams isn’t just a managerial to-do list; it’s a collective effort. Leaders are architects of environments where complementary strengths shine, and team members become each other’s biggest advocates. It’s like moving from a solo speedrun to an epic co-op campaign. This isn’t just inclusion – it’s a game-changing workplace culture where innovation, resilience, and collaboration aren’t just buzzwords – they’re the norm.

By building fearless teams, Outbrain doesn’t just aim for performance; we cultivate workplaces where purpose, challenge, growth, and recognition fuel success. Everyone wins—because when fearless teams thrive, so does innovation.

Curious to read more? These are some of our sources:

Ariely, D. (2008). Man’s search for meaning: the case of Legos. Journal of Economic Behavior & Organization, 67, 671–677.

Berggren, E. & Fitz-enz, J. (2006). How Smart HCM Drives Financial Performance. Success Factors and Workforce Intelligence Institute.

Chhokar, J.S. & Wallin, J.A. (1984). A field study of the effect of feedback frequency on performance. Journal of Applied Psychology, 69(3), 524–530.

Ellemers, N., De Gilder, D., & Haslam, S.A. (2004). Motivating individuals and groups at work: A social identity perspective on leadership and group performance. Academy of Management Review, 29(3), 459–478.

Lount, R. B. & Wilk, S. L. (2014). Working Harder or Hardly Working? Posting Performance Eliminates Social Loafing and Promotes Social Laboring in Workgroups. Management Science, 60(5), 1098–1106.

Marzbani, H., Marzbani, H. R., & Mansourian, M. (2019). Regulation of arousal via online neurofeedback improves human performance in a complex decision-making task. Scientific Reports, 9(1), 1-10. 

MindGym. (2023). Reinventing Performance Management. How to achieve more with less, forever.

Rotter, J.B. (1954). Social learning and clinical psychology. Prentice-Hall.

Wang, L. & Murninghan, J.K. (2013). The generalist bias. Organizational Behavior and Human Decision Processes, 120, 47–61.