DO YOU FEEL PSYCHOLOGICALLY SAFE?

Meet my coachee Sameer, a HR lead?in one of the reputed global consulting firms. He has been recently hired specifically to bring a fresh perspective, and an outsider view for the entire team; amidst the ever evolving world of workplaces.

After a recent, long conversation with traumatized Sameer about a team meeting at?his workplace, and also, an after-meeting conversation with his boss, I thought to address all leaders and professionals here to help numerous employees alike Sameer around.

So, let's start...

Have you ever wondered -

• What sets exceptional and effective teams apart from the rest?
• What is the real oxygen for a high-performing team?
• What is the key to continual progress, innovation and creativity in an organization?

Well, it is not just people or talent or freedom of speech; but it is Psychological Safety.

Psychological Safety isn't just a buzzword but it is a game changer always.

Technically, psychological safety means that employees feel comfortable; not just comfortable but SAFE to take interpersonal risks by asking questions, sharing concerns and ideas, challenging status quo, and making and admitting mistakes.

?????????????? ?????????-

1. a team meeting where every member feels empowered to express their unique perspective without the fear of judgement and retribution; or
2. a team meeting where your peers wanted to make a point, which was against popular opinion or?H.I.P.P.O. (highest paid person's opinion); but did not voice it because they feel that it may upset that peer and higher up. Hence, people either mostly keep quite or nod their heads approvingly besides offering gratuitous praise for a proposed project plan or action.

If you often witness 'scenario 2', then evidently you are part of a team that lacks a culture of psychological safety.

In fact, my coachee Sameer witnessed hostility; and also get scolded by his manager, days later as a surprise, for sharing a different perspective and owning his mistake for overlooking an err earlier; in that team meeting on a new project run by a peer and another H.I.P.P.O.(senior) peer. He felt traumatized, demoralized and fearful, to decide to stay silent thereafter in all team meetings like few other colleagues.

However, in case of 'scenario 1', the organization and team meeting are?safe spaces (built on foundations of psychological sfatey) wherein innovation thrives, where diverse ideas collide and something extraordinary gets created - a project plan, strategy or continual improvement.

?????????????? a psychologically safe workplace now?where every voice is not only heard but valued, where innovative ideas flows freely, and mistakes are seen as opportunities to learn and grow.

This transformative concept of psychological safety is beautifully explained?by Amy Edmondson in her best selling book 'The Fearless Organization'; and is the cornerstone of high-performing teams and organizations.

Harvard Business Review research shows that the teams with high psychological safety outperforms others, are more motivated and increased engagement. In essence, Center for Creative Leadership conclude that psychological safety impacts an organization's bottom line.

So, if you are either a leader or people manager or professional and looking for - a learning curve, innovation, creativity, high performance, higher inclusion & empathy, and happy work environment; do remember to foster psychological safety at your workplace.

You can simply start with -

• active listening,
• encouraging open dialogue,
• make meetings a safe space for honest conversations,
• always assume good intentions than falling prey to attribution bias, and
• embracing mistakes as valuable learning experiences
• don't feel offensive when peers ask questions
• focus on 'what' in that moment than merely 'how'

By championing a culture of kindness, collaboration, trust, respect and selflessness, we pave the way for innovation, collaboration, happiness and success.

The way a team handles disagreement is primary measure of culture and an accurate predictor of performance. And the way an individual handles disagreement is a primary indicator of emotional intelligence and an accurate predictor of leadership potential.

So, the onus lies equally with leaders as well as professionals to practice kindness, integrity, respet and collaboration to foster pyschological safety for a thriving workplace.

Follow Sudhir Mehta |?Watch out MusingsOfAnHRGuy for more