Creating Psychological Safety for your People

Recently, I noticed that my daughter seemed to cover up something that she did at home. Upon being asked, she didn’t want to talk about it. We eventually got to the bottom of it, and sorted things out, which was a very minor thing by the way. I wondered later, “Why didn’t she talk about it openly, and why didn’t tell us about it in the first instance?” On further reflection, I realised that in the past, when she did the same thing, I’d tell her off. Through my behaviour, she built a perception that every time she did that thing, she’d get in trouble. Hence, the cover up. It was a very confronting moment for me. As much as I’d like her to take responsibility for her actions, my behaviour made it difficult for her to do so. So in this situation, I myself needed to take responsibility and do better. I immediately spoke to her about it, and promised her that I’d do better next time about responding to what she did, and that she can come to me or her mum next time this happens, and she wouldn’t get in trouble. So far, (I think) I’ve been on my best behaviour🙂

What played out at home is something that often plays out at workplaces. The issue of psychological safety is often talked about, and the reality is that many people do not feel safe at work. They often fear how their mistakes will be perceived, or how their opinion will be received, especially if it’s not a popular one. And if they do not conform to the status quo, and attempt something different, will there be any consequences?

Psychological safety is key to creating a culture where people thrive, and perform at their best. As a leader, you can play a key role in making sure that your people feel safe. I often speak about the impact you can have as a leader to help your team achieve great results. Without people feeling safe, there would be no impact. They would have their guard up, focus on just doing the bare minimum, not open up in team meetings and discussions for the fear of being judged if they get it wrong. They wouldn’t be able to innovate and think differently, as their focus is mainly survival- how they can just get by, without getting burnt. Whatever you try, nothing would work till people start feeling safe. And that is the fundamental responsibility of any leader, at any level.

So what do these leadership behaviours look like?

Supportive leadership- You show concern and support for team members, and view then as individuals rather than employees. You show empathy, and a greater awareness and understanding of what they are going through. This comes through active listening, and being curious about where the other person is coming from. As a leader, you serve and support your people, which gives them the belief that you (and the team) have their back. If they run into any issues, they know they can approach you at any given time. If they happen to make a mistake, they won’t get into trouble for it. If they are at the receiving end of an escalation or complaint, you help manage the situation, and shield them from the noise and the stress. Through these behaviours, you address people’s need for security and safety.

Consultative leadership- This is where you collaborate with the team, and seek their inputs on key matters and decisions. Especially on areas where your team members have relevant experience and knowledge. If you are making decisions that concern the team, you seek their inputs and be transparent about the changes that the team is likely to go through. Transparency and thinking of the team in moments of change goes a long way in strengthening psychological safety. Through consultative leadership, you address people’s need for safety as well as their need to contribute.

Challenging leadership- This involves challenging the team to try different approaches, be open to innovation and change, and question the status quo. This can be brought about by asking questions that help people move in the right direction. Another approach could be to create a process or structure that can handle any mistakes that team members make, especially when they are trying something different. Through challenging leadership, you address people’s need for growth. Please note that this behaviour works only when there is an environment where the team feel supported and understood by their leader. Without any support, it would be unlikely that the team members would stretch themselves.

All of this is very much like a trapeze artist who performs amazing stunts. What enables the artist to keep doing that every single time is a safety net, that catches their fall if the stunt goes wrong. Without the safety net, how likely is it that the trapeze artist attempts those stunts? Without psychological safety, how likely is it that your people connect, collaborate with and trust each other? How likely is it that your team performs?

So here’s an opportunity for you to reflect on- how safe do your people feel? To do things differently, to express their opinions, to make mistakes? In fact, how safe do YOU feel? Do you feel that people in your environment (including yourself) often work within themselves and play safe? Do you feel that they don’t share their opinions and ideas in discussions? Then probably it’s time for you to provide them a safety net. And that make a huge difference!