Psychological Safety: How To Design A Safe Space For Driving Change

In this article I want to address a common question that I get asked all too often and that is about initiating and leading change: how do you create the right space/environment for change to happen?

This question pinpoints a pain that is common in most organizations. They fall into one of two camps. The first camp, they see the need for change or they are ready to embrace it. However, they fall at the first hurdle - not knowing how to implement the necessary steps to arrive at their desired destination. Others in the second camp, and just as common, fear change and resist anything that is new or, as they see, threatens their comfort zone. So, how can we lead both camps on the path to change?

Timing is everything. But just as crucial as timing is identification. You must deploy your emotional intelligence to gauge whether an employee is fearful or open to embrace change.

Sit down one-to-one with the individuals that display uneasiness, fear, or any other type of resistance. Whilst discussing their objections your goal is to find a way to make progress with each of them. Find the common patterns and address them directly. Is it their mindset? Do they need to see things in a different perspective? Is it their behaviour? Are they too comfortable? Or will they be required to learn new skills or processes? Are they proud or ego-centric? Do they not see the problem or need for change? Or do they need to feel as though the idea was partly their own? Illuminating the problem behind the resistance is essential for moving those emotions from negative to positive.

Organizations are made up of systems, plans, and processes although it can be easier to focus on the tactical - organizations are made up of people and people are emotional. It is imperative to navigate emotions when it comes to change efforts.

Leading isn’t for the faint-hearted, it’s hard and not getting any easier. There’s an increasing call for leadership transformation which demands leaders with more emotional awareness. The perspectives of employees are formed incrementally, over time, by the values and activities of those that lead them. How you choose to communicate the purpose of your organization, how they (the employees) are connected to that purpose, and each other could dispel any anxiety. Communicating clearly throughout change also helps employees remain focused and be productive while getting there.

Change, of any measure, no matter how small or drastic will pressure-test leadership and culture. Leaders, therefore, are constantly watched to see how they cope under strain and how confident they are and how clearly we see the situation. Employees look to us for emotional energy and signs that everything will be ok.

Your ability to resonate your message to your team doesn’t just depend on what you say. Your message is heavily influenced by your interactivity, your chosen communication mediums, and how dedicated you are to your larger vision and values (your purpose).

Your journey should, like Joseph Campbell's Hero’s Journey, begin in a place of safety and comfort (Campbell labeled ‘The Ordinary World’). From this place of stability you can navigate the treacherous waters of discomfort to overcome any new challenge that may lay ahead.

Safe environments begin by developing a place of inclusivity. A culture that employs acceptance and respect at its very core. Psychologically Safe spaces allow employees to show one’s self without fear of any negative consequence be that self-image, status or career.

Designing A Safe & Comfortable Space For Change

Here are 8 steps to cultivate a culture that can thrive whilst embracing a transition.

1.    Psychological Safe Spaces

This is the emotional safe ground where all employees feel they are respected and accepted. If your employees aren’t complaining or arguing with you, that’s either because they’re too afraid to bring things up, they’ve tried before and you dealt with it poorly or they just don’t care, or a mixture of the three. As a leader you will need to address this. You must always work hard. (What for?) You must work alone. (But why?) You must always fit in. (At what cost?). Remove as many unnecessary hierarchies and power dynamics as possible to help facilitate this.

2.    Changing Minds

We need to positively reshape and unify the mindsets of our employees to serve the larger good, the organization’s purpose. We need to demonstrate the solutions to dysfunctional elements of an organization (processes, people, culture) to free us from past constraints. It is old problems that shape where we are at present. We must break free from notions such as ‘we have always done it that way’ that keep us captive. By confronting fear and resistance we mobilize our intellect and imagination towards better ways and more purposeful whys.

Influence with subtle nudges. Sharing the right information, at the right time, with the right people is your key to success. Nudging them ever so slightly with sufficient information that concisely empowers a positive result. It is understanding and catering for the concern of each individual and their unique path to adoption of any given change.

3.    Timing is everything

Successful change efforts don’t happen at one speed. Change requires momentum and moderation at different points in the journey. Timing and pacing happens at two levels. The first, an individual level and second, an organizational level. At the company level it may be about an adoption of new processes. At the individual level it is about identifying pockets of excellence in the organization and scaling them.

4.    Mix up your Communication channels

If you typically make use of emails, to send announcements, or personal reflections on topics, then you may wish to address people face to face, over live or recorded video. Mixing up HOW you communicate at different stages will be helpful in being honest about change efforts.

5.    Make time for employee questions

Don’t just rely on a top-down communication strategy that won’t work. If you really want people to trust your decisions on change you will need to be seen interacting with others and accepting their questions. Set-up time where this can occur. In this allocated time actively listen to what your employees have to say. Do not try to defend decisions, assume you know the question on your employees minds, or cut them off mid-sentence. Allowing them to speak fully without interruption makes all the difference in how they feel “heard”.

6.    Share stories

Stories are powerful for conveying shared culture, past, present and future, and making both relatable but also connecting people to it. Without stories to associate with or make sense of scenarios and situations - people can easily become distracted and unproductive. Stories don’t stop at helping people feel like they belong they also have the potential to motivate people. Stories can do this because they subtly communicate why their actions have meaning and value.

7.    Leverage symbols

Use and adopt new symbols that carry meaning. Symbols are social constructs that convey meaning in the right context. These units of social currency help create relevancy and authenticity when communicating.

8.    Reestablish the vision

A strong and consistent company vision helps your employees feel part of a team. The vision becomes their purpose and allows them to understand that they’re contributing great. Reminding your employees of this organizational vision, the bigger picture, will allow them to connect the dots in their own narrative. It is your responsibility as a leader, to state and restate your vision, as you do so you provide stability and build trust. These two factors are crucial for inspiring and motivating people.

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Initiating change is no small feat but the steps above are crucial to relieving employee anxiety. Predicting distress or uneasiness in the face of fear and uncertainty will help you overcome But also, be present, actively listen, and show empathy when you communicate with teams or individual employees. Respond courteously to their needs as communication is the key to keeping them open to change in the presence of distraction.

In addition to that creating an environment that is psychologically safe and inclusive for all is what all 21st century businesses should strive for.

Only sustainable businesses that adopt values such as these are more agile and resilient to change. By building diverse teams and safe environments, where employees feel accepted and respected, will empower them to be much more invested within such an organization. This investment not only benefits the social infrastructure of the communities an organization engages with, the individuals that have a direct relationship with, but the organization itself. Invested employees will find creative and innovative ways to contribute when they feel safe to share one’s thoughts without negative consequences.

Once resolute, with safe spaces and support, we can emerge from changewith a better sense of who we are, more forgiving, more generous, and tolerant. And as such we are also more likely to better understand our actions and beliefs.