Creating a Safe Haven: Strategies for Leaders

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In my video yesterday, I asserted that if you want to have the highest-performing team, you need to create a safe environment, and if you create a safe environment, you’re going to have hard conversations.? And hard conversations will not take you down the path of least resistance.

I shared a story last week about when my manager was willing to engage in a hard conversation with me.? I want to share three tips for creating an environment that welcomes hard conversations:

1. Lead by Example:

Many leaders I talk to feel obligated to put up a solid front to shield their employees from negativity.? The leaders with the most healthy, highest-performing teams are open and vulnerable – even, and maybe especially, with the hard things.? Sharing how a recent event or setback has been challenging for you can go a long way toward creating safety.

This can also include taking responsibility for something that went wrong. For example, you could talk about a project that didn't go as planned, a mistake you made, and the lessons you learned from it. By being open about your own struggles and showing that it's okay to make mistakes, you create a safe space for team members to do the same.

2. Actively listen:

This one sounds obvious, but it requires effort. Active listening means:

• Be curious and pay attention to the words and body language of the other person to better understand their message - and not formulate your response in your head while they're still talking.
• Withhold judgment - you're not there to fix their problem or, worse yet, criticize them. Even if you have strong views on the topic, keep an open mind, suspend judgment, and avoid interruptions.
• Reflect, clarify, and summarize their points before introducing your own. Active listening is first about understanding the other person and then being understood as the listener.

3. Establish clear communication channels:

When there is a significant change, such as restructuring or layoffs, the best leaders I had scheduled regular all-hands meetings.? Sometimes, there were updates – if updates were available.? Other times, there was no agenda - simply a forum for their team to get their questions answered and (if safety has been established) to voice their concerns. Again, openness and vulnerability are key here.? The best leaders would say, “I’ll share anything I can share.? And if it’s confidential, I’ll tell you that too.”

But even when leaders do everything they can to create safety, some employees still may feel uncomfortable asking hard questions in a public forum like this.? That’s where regular 1:1s are so critical.? I’m hearing far too often from clients whose managers regularly cancel or reschedule their 1:1s.? This is the path of least resistance.? There will always be urgent things that come up, and sometimes, meetings will have to be rescheduled at the last minute.? But if this is the rule and not the exception, your actions are speaking volumes about where your employee fits on your priority list – and if you’re telling them they’re a low priority, you’re not creating safety.

I hope you’ve found this helpful and can take away one thing to create a safer environment for your team.? In the comments, I’d love to hear what you’ve done to create a safe environment for your team – or what your manager has done to create safety.?

Thank you for being a part of the "Craft Your Path to Career Joy" community.

My passion is to help leaders address their overwhelm, reduce stress, and avoid burnout.? If you’d like to talk more on this topic, let’s chat!