The true test of leadership, is how well your team functions in a crisis.

Psychological security is such an important driver for workplace culture. It is, in essence the feeling of security and safety at work, in order to be authentic, contribute and challenge.

The need for employees to be able to do things is so strong in such a competitive workplace, where talent can leave so quickly, and competitive advantage can be lost overnight.

In a time when the demands of the markets change so fast and there is a high level of interdependence and uncertainty, working in a culture that does not promote creativity and the active participation of employees represents a real competitive disadvantage for organizations.

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

- John Quincy Adams

The lack of agility generated by the absence of an innovative and participatory environment could represent an absence of "psychological security" in the company.

The following three concepts are immensely important for the promotion of "Psychological Security" in the workplace:

1. Promote learning as part of employment.

A culture of continuous learning fosters an environment of growth and acknowledgment of accepted practice of taking risks, failing and growing as a result.

2. As a leader recognize that you have weaknesses and make mistakes.

The leader who knows everything has no place in a culture focused on promoting psychological security. The manager, like all members of his team, openly accepts their successes, doubts, limitations, asks for help or can make mistakes, under the framework that everything is a learning process.

3. Promote curiosity, make your team ok with asking & challenging.

Encourage the team to express themselves and feel comfortable doing so, creating an atmosphere of participation and diversity of opinions.

Create environments where people admit their mistakes, ask for help without fear of repercussion, seek feedback from their actions and grow as a result.

? Agree? Disagree?

#scottsthoughts

Scott Douglas Clary, MBA

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