How to create psychological safety in your team (and why it matters)
What is psychological safety? The topic of Psychological safety has been getting a lot of airtime recently. One definition of this term is the belief that you won’t be punished or humiliated for speaking up with ideas, questions, concerns or mistakes. And as a leader, you’re responsible for cultivating it and fostering a healthy level of it in your team. It’s not about just being nice There’s one frame that often gets in the way on this front. Quite often, when leaders think about psychological safety, they assume it’s just about being nice to your team members, and they worry about sacrificing high performance for the sake of tiptoeing around each other and not having the hard conversations that need to be had. But the point is you don’t have to trade high performance in your organization for psychological safety. You can actually have both. I often find it helpful to start this discussion by looking at 4 different situations that often arise in team environments: So which of these 4 zones is your team currently operating in? Be honest! Over my time in business I’ve worked in a version of every one of these zones. But you don’t get to the Learning and High Performance zone by accident. As a leader, you’ve got to work to create it. So what can you do as a leader to increase psychological safety and performance? Consider some of these options, adapted from the work of Amy Edmonson, Harvard psychological safety guru: Coaching questions for thought: Shelley Pernot is a leadership and career coach who is passionate about helping her clients discover their strengths and talents and find a career that utilizes them. Reach out to me here for a free consultation to learn more about the coaching process and how it may benefit you! I’ve recently been featured in Feedspot’s top 50 career coaching blogs. Check out what other career coaching experts have to say here!
January 20, 2023
4.7 min read