5 WAYS TO BUILD A GREAT TEAM CULTURE BY INCREASING PSYCHOLOGICAL SAFETY
20 copies available!!
Leave a comment on this guest post by Karolin Helbig and Minette Norman to become eligible for one of 20 complimentary copies of their new book, The Psychological Safety Playbook: Lead More Powerfully by Being More Human.
Deadline for eligibility is 02/27/2023. International winners will receive electronic version.
Psychological safety is the foundation for innovative, inclusive, and high-performing teams. Leaders play a critical role in building and maintaining this strong foundation.
How can leaders increase psychological safety in their organization?
5 ways to increase psychological safety:
#1. Communicate courageously.
Courageous communication requires leaders to get out of their comfort zones, invite other perspectives, and let go of their need to be right and have all the answers. For example, make it a habit to ask, “What am I missing?”
#2. Master the art of listening.
Artful listening is the most underdeveloped leadership skill. Leaders need to become more curious about other people’s perspectives and explore them before putting forth their own. Develop the discipline of not preparing your response when someone else is speaking.
#3. Manage your reactions.
Like everyone else in the world, leaders are human. They get triggered and react automatically, which can detract from a team’s psychological safety. To avoid those harmful reactions, leaders need to become highly self-aware. Before reacting, pause, take a breath, and intentionally choose your response.
#4. Embrace risk and failure.
There is no innovation without failure along the way. How leaders deal with risk and failure in their teams has a huge impact on the culture. Focus on what you can learn from taking intelligent risks rather than looking to blame or shame. Reframe failures as learning opportunities.
#5. Design inclusive rituals.
Leaders need to deliberately build inclusive cultures where diverse ideas and talents can flourish. Start by running inclusive meetings with equal speaking time, a no-interruption policy, and dissenting viewpoints welcomed. Gather feedback regularly after meetings to ensure everyone feels included.
You don’t have to do everything at once—implementing one practice can make a huge difference in your working environment.
Which of the above practices seem most relevant to you today?
Karolin Helbig, spent more than 15 years with McKinsey as a top management consultant and in leadership development, and has deep expertise in science, helps leaders increase their effectiveness, optimize team performance, and transform their organizations through mindset, emotional intelligence, and psychological safety.
Building on her three decades leading global, technical teams in the software industry, Minette Norman today focuses on developing transformational leaders who create inclusive working environments with a foundation of psychological safety. Their book, The Psychological Safety Playbook: Lead More Powerfully by Being More Human, launches today.