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Psychological safety comes from being open and honest. When we talk about being honest its also important to articulate what your mean when you say certain things. Use examples.
The modern world will challenge the management team that feel we need to have 9 to 5 structure? Sure some companies require it, but many who enforce it don't. To build trust, leaders need to set their teams outcomes and let them prove they can achieve them with support. The more trust given the better they respond.
Right now is a great opportunity for leaders to be up-skilled.
We tend to think leaders know everything. Even the greatest of leaders have mentors to guide them through key decision making. We have a bench of leaders from all walks of life and we collaborate to ensure we are there to provide the right guidance to support C-Suite, Managing Director's, General Managers, Owners/Founders, etc.
At Performance by Design we're all about helping leaders connect their people to take ownership of their team to turn their vision into reality. A purpose statement inside of your organization must be focused on what we give to others, the impact we have on others. A purpose allows us to push through adversity in ways we thought not humanly possible.
One thing we see far too often inside of the corporate teams is they do not have the right structures setup in order for the team to connect and build trust. Open and honest dialogue internally is what we call "Real talk".
Where there's trust there's dialogue, we call that real talk. That ability to give and receive feedback, irrespective of positions on the team. They challenge and reward each other. That open dialogue, that real talk is really important to building trust.
When you are going through adversity, show the courage as a leader to reflect on the pain you're experiencing. Going through those challenges and speaking up will actually bind and unite the team more because vulnerability is a massive trust builder.
If you are a corporate leader and you want to learn more about how to build a high-performing culture and the levers that drive this internal security, safety, and performance. Your job as a leader is to create conditions for others to perform, helping your team, influence them, how to empower them, and get the most out of them.
As a leader, it is your job to create the safety inside of your organization. Create an environment for your team members to be okay with speaking up, rewarding each other, challenging each other. It all comes down to this concept around psychological safety.
One of the things that professional sports does not allow their coaches to do is run out on the field and take a pass for their players. Yet in the corporate space, we consistently see leaders doing the work of their team members.
Too many leaders today are stuck in the maze of business. Doing the work rather than spending time doing the highest impact activities.
In professional sports, reviews are the norm. Consistently week in week out teams sit down to see what worked and what didn’t. In the corporate space, we consistently find this doesn’t happen. In corporate teams reviews are misunderstood and underestimated.