Transforming Mindsets through Trust and Psychological Safety

At Energi.AI, we are committed to creating worldwide impact, focusing on cooling the planet and putting brakes on climate change. We believe the key to achieving this ambition lies in our mindset, and with the guidance of world-class coach Erik Bertrand Larssen , we are on a path to elevate our thinking and actions to achieve transformative results.

But, how do you accomplish that? In this article we explore how psychological safety and a growth-oriented approach are essential ingredients in creating a world-class team.

Nurturing a Growth Mindset

Our journey at Energi.AI is fueled by a belief in the power of mindset. We believe that one of the main limitation in any business is our own psychology and skills. This echoes the thoughts of thought leaders like Tony Robbins and Peter H. Diamandis , who stress the importance of mastering one’s mind for success (Robbins, 2020).?

With the guidance of Erik Bertrand Larsen and his transformative Bertrand model we are learning to enhance the quality of our everyday lives and perform at our peak when it matters most. We have signed all our employees up for a six month, program, which includes modules touching on topics such as values, goal setting, and performance optimization.

This also involves bi-weekly post-workout lunches where we discuss our “homework” from the modules, as well as the program′s 7-day “hell week”, designed to bring forth the best version of ourselves.?

Creating a Psychologically Safe Environment

The second area we focus on to achieve transformative results, is psychological safety. Because building a high-performing team goes beyond individual competencies; it's about cultivating trust within the team. Research, including that from Google's Project Aristotle, shows that psychological safety is the most crucial factor in successful team dynamics (Duhigg, 2016). Trust, as Paul J. Zak’s research indicates, not only boosts team performance but also enhances employee engagement (Zak, 2017).

Harvard Business School's Amy Edmondson defines psychological safety as the ability to show and employ oneself without fear of negative consequences. In such an environment, team members feel safe to take risks, voice their opinions, and be their authentic selves (Edmondson, 1999).?

In Energi.AI, we are putting trust on the agenda in a few different ways.

Firstly, we encourage open and honest communication among team members.

We are focusing on fostering an environment where our team members feel comfortable expressing their ideas, concerns, and feedback without fear of judgment.

Secondly, we aim to empower team members by providing them with autonomy and decision-making authority within their roles.

By allowing individuals to take ownership of projects and initiatives, we promote a sense of responsibility and trust in their capabilities. We also have a dedicated Slack channel where we share and celebrate each other's accomplishments.

Lastly, we invest in team-building activities that go beyond professional tasks, fostering personal connections among team members.

It's been real fun to see how much a karaoke night, or a company get-away can strengthen the sense of camaraderie.?

The Path Forward

By merging the Bertrand model's focus on mindset and attitude with the principles of trust and psychological safety, we aim to amplify our team′s ability to tackle complex challenges.?

Through incremental adjustments and consistent effort, we are confident in achieving remarkable results. By training and adapting our mindset, attitude, and approach, we are not just aspiring to live better lives but also to create a lasting positive impact on the planet.

We are excited to share our progress and learnings with the world, and we invite you to join us on our transformative journey.

References

• Robbins, T., 2020. Awaken the Giant Within. New York: Simon & Schuster.

• Duhigg, C., 2016. What Google Learned From Its Quest to Build the Perfect Team. New York Times. [Online] Available at: https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html
• Zak, P. J., 2017. The Neuroscience of Trust. Harvard Business Review. [Online] Available at: https://hbr.org/2017/01/the-neuroscience-of-trust
• Edmondson, A., 1999. Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), pp. 350-383.
• United Nations, 2021. The Sustainable Development Goals Report 2021. [Online] Available at: https://unstats.un.org/sdgs/report/2021/