Don't Believe Your Own Press Releases: Psychological Safety & Leadership

Believing Your Own Press Releases: Leaders and Psychological Safety

I have been humbled to observe great leaders and learn from them. I have also be fortunate to observe poor leaders, and perhaps learn even MORE from them. In my role advising them as the head of strategic planning or the CHRO, or in my role as an executive coach I have caution both great leaders and poor leaders to “be careful that you don’t believe your own press releases.” Sometimes chief executive officers believe the statements their marketing and public relations firms published. The problem is that one, the PR people who write the press releases receive performance reviews by those they create the press releases for. Two, sometime egos get in the way of reality and the press releases continue to distort the truth. There are few times when we believe our own press releases more than we consider how leaders nurture a culture of psychological safety in organizations.

Leadership is often associated with qualities such as confidence, decisiveness, and assertiveness. However, when these traits are taken to an extreme, they can sometimes lead to hubris, a state of excessive pride or arrogance that blinds individuals to their own limitations and flaws. Hubristic leaders may exhibit overconfidence in their abilities, disregard for others' perspectives, and a reluctance to admit mistakes or seek feedback. This sense of invincibility can cloud judgment, hinder collaboration, and ultimately undermine organizational effectiveness.

Psychological Safety, on the other hand, refers to an environment where individuals feel safe to take interpersonal risks, express themselves openly, and contribute ideas without fear of negative consequences. Psychological Safety is the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes, and that the team (organization) is safe for interpersonal risk taking (Edmonson, 1999). Psychological Safety in the workplace is the ability to foster culture empowering individuals to a) Express ideas, b) Raise concerns, c) Ask questions, d) Challenge processes and e) Offer divergent views.

?In psychologically safe environments, leaders encourage open communication, value diverse perspectives, and foster a culture of trust and respect. Employees feel empowered to speak up, share feedback, and challenge the status quo, leading to greater innovation, creativity, and engagement.

The relationship between hubris and psychological safety in leadership is complex. Hubristic leaders may inadvertently create environments where psychological safety is compromised due to their authoritarian tendencies, lack of empathy, and intolerance for dissenting opinions. Employees may feel hesitant to voice concerns or raise objections for fear of retribution or ridicule. Conversely, leaders who prioritize psychological safety are more likely to foster inclusive, collaborative, and supportive work environments where individuals feel valued, respected, and empowered to contribute.

Effective leaders recognize the importance of balancing confidence with humility and assertiveness with empathy. They cultivate psychological safety by actively listening to their team members, soliciting feedback, and creating opportunities for open dialogue and constructive dissent. By acknowledging their own fallibility and encouraging others to voice their perspectives, leaders can mitigate the risks of hubris and create environments where individuals feel safe to take risks, challenge assumptions, and innovate freely. In doing so, they not only enhance organizational performance but also nurture a culture of trust, collaboration, and continuous improvement.

In the theme of believing our on press releases, many leaders believe that they create an environment where employees and other stakeholders can openly express dissenting views or share concerns without fear of reprisal. They claim to have open door policies, be willing to listen to all views, and promote egalitarian views. In fact, these leaders oppress those with divergent thoughts, ostracize those that do not confirm, and openly ridicule or limit subordinates’ ability to question. Some go as far as creating cultures that reinforce whatever the prevailing press releases have been released. Some headlines we might see:

“Only our president could have led us through the lean years.”

“Our CEO can see around corners. She has been able to predict the major industry trends like no one else could.”

“If you don’t fall in, perhaps you should ‘fall out.’”

“Twenty years ago, our organization was small and near bankruptcy. The president is the only leader who could gained the market share we have now.”

A group of researchers, academics, and employers have been working with organizations to better understand how to create psychologically safe culture. There is a survey that attempts to identify elements of psychological as it pertains to organization and team effectiveness. We will be collecting data for the next 60 days. Feel free to complete it in 10-15 minutes and share it with others. We will post the results.

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https://anderson.qualtrics.com/jfe/form/SV_d7pn5o9i8dKxGiG