Weaving a Psychological Safety Net
A key element of emotional intelligence in Leadership is the ability to create a work environment that allows people to focus on their work… as opposed to protecting themselves. This means building a culture that fosters engagement and commitment as opposed to resentment and mere compliance.
Harvard Business School Professor Amy Edmondson would call this a “Culture of Psychological Safety – An inclusive climate in which people are comfortable being themselves… where the work environment is safe for curiosity and interpersonal risk taking… where one will not be punished or humiliated for speaking up with ideas, questions, concerns, dissenting opinions, or mistakes.”
She makes a well-founded case that Psychological Safety is essential if Organizations wish to focus on:
- Employees & Customers
- Innovation
- Quality & Safety
- Agility – The ability to Change
- Speed, Cost, and Reliability
- Learning & Development
- Reputation and Growth
There’s plenty of research to support this concept… one such example is Google’s now famous “Project Aristotle” which identified five critical factors that contribute to successful Teams/Organizations. They include:
- Dependability of our colleagues
- Structure & Clarity… especially with respect to goal clarity
- Meaningful work that aligns with our personal values
- Impact – The belief that our work truly “makes a difference”
- … and perhaps most important – “Psychological Safety”
At its core, Psychological Safety promotes honesty and trust — two essential components of successful leadership.
A few questions: Does your culture build or erode trust? Are you certain? How do you know?
In the past, “psychological safety” was typically dismissed as trendy, overly sensitive, “HR Jargon” and often ignored by leaders. Employees were expected to show up, shut up, do their work, and deliver… period. Leadership spoke. Employees listened and did what they were told. No questions. End of story. There was seldom an opportunity for employees to provide input or feedback. Unenlightened employers focused exclusively on the physical or cognitive capabilities of their employees – with little regard for their emotional wellbeing.
This rigid and lopsided style of leadership doesn’t bode well today. The militaristic model is rarely appropriate in civilian life and clearly represents a missed opportunity for building engaged, and empowered teams in most organizations.
That said, creating a culture of Psychological Safety is not about abdicating leadership, lowering performance standards, providing unequivocal praise, avoiding reality/candor, and/or a lack of accountability. On the contrary, it’s about eliminating barriers that prevent your employees from delivering their best work.
Today, team members (… and wise leaders), expect organizations to provide them with an environment that allows them to be themselves, take measured risks, explore their creativity, learn, and grow. They expect to be treated with dignity and respect (regardless of their title), to work in an environment free of bullying, hostility, prejudice, discrimination, and harassment.
Hardly a novel concept, this idea aligns with contemporary societal and cultural norms/expectations, while opening a veritable “Cracker Jack” box full of opportunities. In other words, by providing a psychologically safe environment, wise leaders are fostering incredibly innovative dialogue, attracting bright unique talent, and enhancing a culture that drives productivity and profits.
Unfortunately, many leaders believe they’ve done all they need to foster psychological safety… that’s rarely the case. Edmondson provides an interesting list of questions for Leaders to consider when evaluating the degree of Psychological Safety that exists within their organizations:
- If someone makes a mistake, is it often held against them?
- Can Team Members bring up problems and tough issues without fear of reprisal?
- Do people sometimes reject other Team Members for being different?
- Is it safe to take risks – and possibly even fail? (Really?)
- Are everyone’s unique skills and talents valued and utilized?
It’s important to build a strong psychological safety net– a metaphor for an environment that guarantees an open exchange of dialogue, beliefs, personas, and opinions without the fear of judgment or retaliation. Here are some suggestions from Edmondson and other experts on how you, as a leader, can weave a psychological safety net designed to support your team’s success:
- Lead by Example: Model a “Learner’s Mindset”. Be vulnerable. Ask for 360 Feedback… acknowledge your opportunities for development, admit mistakes when you make them, and treat failure as a learning opportunity. Be open to ideas and opinions that differ from your own. Display empathy and respect. Constantly ask “What don’t I know and/or see?”
- Practice Active Listening: Leaders, hold your opinions until your Team Members have all spoken. Listen to understand, not to respond. Try not to interrupt… (and apologize when you do!). Test for understanding by paraphrasing what you heard. Make a point of deliberately inviting input and encouraging people to share more. Draw out opinions from those who rarely speak in meetings. Don’t mistake silence for agreement (re-read that last statement!). Minimize distractions – so you can give your full attention to others (Put away your phone! No, really… put it away until you’re finished with your conversation. It’s incredibly disrespectful to pay more attention to your phone than to the human being with whom you’re speaking!).
- Create a Safe Environment: Be inclusive and welcoming. Whether it’s beliefs, personalities, images, or styles… This idea extends to learning styles, and behavioral characteristics. Never assume that everyone feels included. Hear out and fully consider ideas… avoid the urge to “judge in the moment”. Encourage “out of the box” and unconventional suggestions/ideas. Do not belittle others, gossip, bully, discriminate or harass (and do not tolerate that behavior from Team Members!). Display grace and compassion in your interaction with others.
- Encourage Reasonable Risk Taking. It’s important to encourage team members to take risks, raise their voices, experiment, and innovate. New ideas and creative solutions are the key to innovation. When leaders decide everything for their team members, or apply too much pressure for them to conform, creativity fizzles. If reasonable risks result in failure or mistakes, recognize them as learning opportunities worth celebrating. This is how new and better solutions are born!
- Develop an Open Mindset: Appreciate “challenges to the status quo” – and assume good intention from those willing to do so. Carefully consider opposing perspectives. Practice strengthening and building upon each other’s ideas. Be open to receiving feedback and learn how to respond appropriately when it’s offered/provided.
As a Leader, it’s your responsibility to “walk the talk” and shape the culture on your Team. Your Team Members are looking to “you” to create an environment that allows them to contribute to their fullest capability. So… when considering your words and deeds, remember to ask yourself these two critical questions: “Will my actions build or erode trust?” and… “Am I creating a culture of Psychological Safety for my People?”.
#leadership #humanresources #psychologicalsafety #leadershipdevelopment #motivation