Why do some mastermind groups work better than others?
As a mastermind group Facilitator, you know your job is to build trust, mutual respect and rapport among our mastermind group members. So, we juggle personality types, knowledge and experience levels, and success profiles, to create the “perfect” mix of mastermind group members — only to have the group fall flat.
Anytime you get a group of people together, whether it’s a mastermind group or a working team inside an organization, some groups do extremely well together while others flounder.
Google has been researching this question for a long time and they’ve done some serious studies about what makes a group work well together, creating that elusive harmony that is the bedrock of a successful mastermind group. When they researched the five keys to a successful group, how the members interacted with each other was significantly more important than who was on the team (personality traits, knowledge level, IQ and creativity levels, having similar hobbies, socializing outside of the group, or even age and gender).
No one wants to risk humiliation or being rejected by the group. It’s a natural tendency, inherent in any group situation, partly lodged in our DNA (being outside the group means less likelihood of basic survival), and also from cues learned in childhood.
Amy Edmondson from Harvard Business School has been studying groups and teams for many years. Overall, she says, individuals have some inherent psychological goals in relation to their place in the group:
To protect themselves, Edmondson says group members have coping mechanisms to stay safe with the group:
Sound familiar? Every mastermind group Facilitator struggles with members who play it safe in the group environment.
The goal of the Facilitator is to help group members move away from the self-focus of worrying about what others think of them (interpersonal risk) to sharing their ideas and mistakes in order for everyone to learn together. Your task: create a vision of what everyone will get from the discussion, so the risk of staying safe is offset by the reward of an amazing opportunity to learn and grow, and discover real solutions.
When mastermind group members are focused on self-preservation, they rob the mastermind group as a whole of ideas, learning and chances to create successful outcomes.
If you can create a trusting environment, the “who” in your mastermind group matters much less than how these individuals interact with each other. Your mastermind group is significantly more successful, and studies show that creating a psychologically safe environment for your group means members leave less often.
So how do you create psychological safety in your mastermind groups?
Amy Edmonson defines psychological safety as the expectation that a member of a group will not be punished or humiliated for sharing ideas, questions, concerns, or for making mistakes.
When you build a mastermind group where members are willing to take risks in their interpersonal communication, the members are strengthened and empowered, and the group moves to a higher level of creativity, effectiveness and success.
Your goal, then, as a mastermind group Facilitator, is to create a climate of openness that allows discussion of mistakes and errors, in order to learn from them and create better future outcomes.