A workshop to have a leadership team of approx. 60 people identify the most important challenge to employees’ job satisfaction (and agree how to deal with it in practice!), requires a strictly timed process and a LOT of post-it notes 😊, all suitably unwrapped by yours truly to free up participant’s time. Looking forward to an afternoon filled with energy!
Vacation is just around the corner, and the feed will now be flooded with pictures of planned summer readings. Piles of eminent management books, in English or American to get to the contents quickly.
No thanks. For me, vacation is part of my self-defense. I’m letting go of all feelings of guilt and obligation, not wanting to contribute to the self-destruction so applauded in our culture. A few weeks of unplugging and blissful relaxation is just what I need. My summer reading is just one book, and I’ve already read it many times. Still looking forward to hours in the proverbial hammock with this one, it’s almost like spending time with an old friend.
For years and years, my favorite novel was Gabriel García Márquez’ “A Hundred Years of Solitude”. I’ve read it countless times, its magical and exotic universe coupled with a complicated family legend – deservedly awarded the Nobel Prize. Since 2012 however, I’m having a new favourite: Kim Leine’s “The Prophets of Eternal Fjord”. I’m reading it in Danish to really indulge in every nuance of the story, but it’s available in many languages. The story is about Greenland’s movement to liberate from Danish colonialism, told from the viewpoint of a Danish priest and set in the late parts of the 1700’s. It is every bit as magical and amazing as the Márquez novel, a quiet, gripping story of Nordics and the Arctics.
Rewarding courage, not only compliance
Loads of research – prominently, the work of Amy Edmonson and her team – is bearing evidence to the importance of psychological safety. This important feature of a workplace is a prerequisite for innovation, team collaboration, quality work and a healthy workplace. It signifies a working environment where it is possible to state your opinion and talk about relevant ideas, where people feel free – or even compelled – to be open and honest.
The term “psychological safety” is becoming a term used almost as synonymous with trust, or with feeling personally confident to speak up. However, trust and confidence exist inside an individual person – psychological safety exists at the group or workplace level, and leadership’s efficiency in sustaining the conditions for psychological safety is crucial.
One example: encourage learning to avoid preventable mistakes, those that are due to lack of care and attention. To “encourage” means to REWARD, not just refrain from shaming. People making preventable mistakes should not be praised for their inattention (obviously) but for their willingness to come forward and admitting the mistake, enabling a process improvement to make sure this does not happen again.
Another example: Intelligent mistakes, exploring new ground, fueled by a willingness to take risks and to experiment, should be straight-up rewarded, even if the desired results are not materializing. (And yes, results should be rewarded as well, that’s not the point).
Encouraging these behaviors will take a little bit of imagination but is totally doable. Modelling learning, asking for help as a leader, setting high standards and continuously talking about how to reach them, builds and sustains psychological safety where it belongs.
Psychological safety is not about being friendly all the time; it has nothing to do with being introvert or insecure, and it’s not about lowering the performance expectations. It is about removing the breaks that are holding people back.
Turning psychological safety into a matter of individual assertiveness bears resemblance to the way some companies deal with mental health and stress (“it’s personal”). But it’s not personal; sustaining psychological safety is a key requirement on contemporary leadership.