“I don’t feel safe to make mistakes at work”

Hi, everyone, 

One of the most important qualities of great leaders is curiosity. 

Curious leaders aren’t afraid to stretch beyond their comfort zone, listen intently, and show that they’re attuned to everyone’s diverse perspective no matter how different it might be from their own. Today, we’re going to focus on the conscious work it takes to shift into a more curious leadership style and the powerful benefits it can bring to you and your organization.

THE LANGUAGE OF LEADERSHIP

Having developed teams from New York to Japan, one thing I’ve noticed is the highest-performing teams always have one thing in common: psychological safety. In short, psychological safety is the belief that team members won’t be punished or judged if they make a mistake. This trust helps them take more risks, speak their mind, and get creative when it comes to problem solving. For leaders who are able to create psychological safety within their team, they can expect to see more motivation and better performance. So how can you increase psychological safety within your team starting today?

THE WEEKLY FLOURISH

High-Performing Teams Need Psychological Safety. Here’s How to Create It 

According to this HBR article, “the brain processes a provocation by a boss, competitive coworker, or dismissive subordinate as a life-or-death threat. The amygdala, the alarm bell in the brain, ignites the fight-or-flight response, hijacking higher brain centers. This “act first, think later” brain structure shuts down perspective and analytical reasoning. Quite literally, just when we need it most, we lose our minds. While that fight-or-flight reaction may save us in life-or-death situations, it handicaps the strategic thinking needed in today’s workplace.” 

It’s inevitable that we’ll face these types of fight-or-flight challenges at work, which means that we need tools that allow us to collaboratively work through these scenarios while maintaining a sense of psychological safety. One technique we love is to replace blame with curiosity. 

Here’s an example of how: 

You notice a drop in motivation with your direct report. Instead of blaming them that they’ve become lazy or nonchalant, ask for solutions. As this HBR article points out, the people who are creating the problem usually have the keys to solving it. Try saying something like “In the past two months there’s been a noticeable drop in your energy and engagement. “Tell me what’s on your mind. “What are you needing or wanting in your role right now?”  Or, “What would be your ideal scenario?”

GREATNESS TAKES GUIDANCE

There’s an incredible power when employees feel trusting enough to take risks, speak their mind, and engage in creative problem solving. Our group coaching program Activate, has specifically been created to support you in building psychological safety for your team as well as give you the confidence, curiosity, and empathy which is absolutely critical to effectively lead under pressure. Whether you’re an HR leader or a manager, we encourage you to book a call with our team to see how Activate can help you illuminate your blind spots and get more curious today.

— Carrie & Team Leadology