President of McLean & Company, a trusted partner of HR and leadership professionals around the world.
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Have you ever noticed when someone’s productivity seems to be going through the roof? It's possible that their incredible output is the result of mastering a flow state of mind—one of immense focus where it seems like nothing but the activity they're doing exists.
Beyond the many obvious benefits, such as improved performance and employee engagement, flow states may be the key to helping organizations increase productivity in an unpredictable labor market. Research has shown that achieving this heightened level of focus can alleviate some of the pressures that talent acquisition teams face. So why aren't organizations supporting employees' ability to tap into a flow state?
Understanding Flow States
While many people are aware of the flow state concept, commonly referring to it as "being in the zone," not everyone really understands it. That may be because it's often associated with non-corporate situations, like playing sports or participating in creative activities. But more traditional professional settings, which include work such as designing, researching or solving complex business problems, can also be conducive to achieving a flow state. Additionally, flow states aren't just experienced by individuals. Teams can experience them when they share a mutual commitment, purpose or goal and have complementary skills.
What doesn't count as a flow state is zoning out—when an individual is unaware of their surroundings. It’s not synonymous with the mindfulness of a flow state, which requires being intentionally conscious of what an individual is doing. A runner’s high, the post-run euphoric feeling that some runners experience, doesn’t quite capture a flow state either, nor does deep learning, a term used to describe focusing on something complicated without distraction.
The Factors That Impact Flow States
So what does it take to achieve flow? Whether at the individual level or team level, flow states need the right triggers and the right balance between the challenge posed by the tasks and the skill required to complete them.
3 Primary Flow Triggers
Flow triggers are the drivers that can move individuals into the right state of mind for highly focused productivity. There are three primary triggers that people and teams can lean on.
• Psychological: This includes defining clear goals and having access to timely feedback that can act as guidance.
• Environmental: This includes factors like the presence of consequences and deep embodiment (the ability to pay attention to what's happening nearby and react accordingly).
• Social: This trigger occurs when employees feel capable to have complete concentration, which requires a sense of control and open communication with others.
A combination of these triggers enables a more flow-conducive workplace, increasing the likelihood of employees reaching a high level of productivity.
The Challenge And Skill Balance
Let's examine this flow activator through an example. Angela, who's usually a high performer, is disengaged and unproductive while working on her new project. What's changed? Her manager determines that Angela hasn’t found the right challenge versus skill balance. Too much skill and too little challenge leads to employees feeling bored and unable to reach their full potential. On the other hand, too little skill and too much challenge causes employees to be anxious.
It's vital to ensure employees find the right ratio that allows them to succeed. In this case, Angela’s people leader would do well to work with her to identify flow enablers and inhibitors, set clear goals and keep the lines of feedback and communication open to support the achievement of flow state.
4 Phases Of The Flow State
Flow isn't something that can be turned on and off. People actually cycle through four phases to enter the right mental state where they can perform at their best. Here are those phases and what they may look like.
1. Struggle: This initial phase occurs when employees first tackle an immediate task. It's called the struggle phase because they may experience feelings of tension or frustration. This can look like an individual or team getting stuck on a certain aspect of a task.
2. Release: Next is the release phase. This is when an individual or team steps back and takes a breath to realign themselves. This allows them to return to the task revitalized.
3. Flow: The third phase is when flow is experienced. Either significant progress is made with a task or it's completed entirely. This is when everyone is working productively and without distractions. This can also make time seem to pass faster, which can be motivating.
4. Recovery: The final phase in the flow cycle is recovery. This is reaching a sense of accomplishment and stepping away from the task satisfied. This is actually a critical phase. If people or teams experience flow without recovery, they may burn out and return to a state of low productivity.
For organizations hoping to become a more flow-conducive environment, they must understand that certain HR functions play an integral role. These professionals can support people leaders in successfully setting up and influencing specific workplace flow triggers. At a team level, for example, this can be achieved by understanding what enables flow for each team member, then clearly defining goals, reinforcing progress through open communication and feedback, and supporting strong teamwork and equal participation in team settings.
But remember that flow isn't exactly a measurable initiative that can be implemented. It requires establishing a pattern of behaviors and practices that can influence and stimulate individuals and teams. Encouraging flow states presents a unique opportunity for everyone. With collaborative effort between HR, people leaders and employees, it's possible to experience mutually beneficial outcomes.
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