From Psychological Safety to Courageous Conversations

Here we are on the first day of spring!

In this newsletter, we aim to empower HR superheroes to challenge conventional ideas of how teams and organizations work, how far we can go and challenge the status quo and what we can do from our roles to bring meaningful change. We may seem a little bold and we are here to support you make a bigger and more daring move.

In our first issue we talked about opening 360 feedback process in a way that people will address difficult conversations with courage and respect. Of course, this is not something you can do just like that. Steps need to be taken to create an environment where people feel safe to communicate and exchange productive feedback. This issue is dedicated to discussing how and why it is important to invest in psychological safety as a first step you need to take for a more open feedback culture.

Psychological safety is widely recognized as a critical factor in fostering a positive work environment and enhancing team effectiveness. Here are some benefits of psychological safety for workplaces and teams, supported by research:

1. Increased Innovation and Creativity: Research conducted by Amy Edmondson, a professor at Harvard Business School, has shown that teams with higher levels of psychological safety are more likely to engage in open dialogue, share diverse perspectives, and explore innovative ideas without fear of judgment or reprisal. This conducive environment for creativity can lead to breakthrough innovations and competitive advantages for organizations.
2. Enhanced Team Performance: Studies have found a strong correlation between psychological safety and team performance. When team members feel psychologically safe, they are more likely to collaborate effectively, communicate openly, and support one another in achieving shared goals. This results in higher levels of productivity, quality of work, and overall team effectiveness.
3. Greater Employee Engagement and Satisfaction: Psychological safety contributes to a positive work culture where employees feel valued, respected, and empowered to contribute their best efforts. Research indicates that employees who perceive their work environment as psychologically safe are more engaged, motivated, and satisfied with their jobs, leading to lower turnover rates and higher levels of organizational commitment.

To cultivate psychological safety within teams and organizations, leaders have a crucial role as the first line of culture creators in an organization.

Let’s explore some skills and practices that leaders can demonstrate:

1. Lead by Example: Demonstrate vulnerability, openness, and humility as a leader to create a culture where it is safe for others to do the same. Acknowledge your own mistakes and shortcomings, and encourage others to do the same without fear of judgment.
2. Foster Trusting Relationships: Build strong interpersonal connections with team members based on mutual respect, empathy, and trust. Invest time in getting to know your team members personally, actively listen to their concerns, and demonstrate genuine care and support for their well-being.
3. Encourage Open Communication: Create opportunities for open dialogue and feedback exchange within the team. Encourage all team members to voice their opinions, share ideas, and express concerns without fear of reprisal. Actively seek out diverse perspectives and viewpoints to foster inclusivity and belonging.
4. Set Clear Expectations: Provide clear guidelines and expectations for behavior, communication, and decision-making within the team. Establish norms that prioritize respect, collaboration, and constructive feedback, and hold everyone accountable for upholding these standards.
5. Support Risk-Taking and Learning: Encourage a growth mindset within the team by valuing experimentation, innovation, and learning from failure. Celebrate successes and milestones, but also recognize and appreciate the effort and courage it takes to take risks and try new approaches.

Would you consider implementing a leadership program focusing on psychological safety and equipping your leaders to become role models of such a working culture?