Keen to improve psychological safety, trust and performance?
Watch, read and explore the tools below.
Watch this first.
This is how we define psychological safety.
Tools
Explore leadership tools with a performance focus and psychological safety in their DNA.
The Team Conversation Guide
If you’re confident and comfortable running a group conversation that will allow people to speak openly and honestly, then you may only need some guidance about which questions to ask and what to look out for.
Below is a list of facilitation questions and tips to help you garner participation and focused conversation.
Take note though; while there is huge value in having these conversations, there’s also a lot riding on the follow up. Make sure everyone leaves being clear about next steps.
Focusing A Fatigued Team
This three step process will help you…
Get rid of extraneous work by helping you find, focus and work towards the high value end goals;
Create clear roadmaps of both expectations and potential issues so the team stop second guessing and stressing about uncertainty and hold momentum instead; and
Create feedback loops to decompress tension, encourage realistic optimism and turn problems into learning opportunities. No pointing fingers, shaming, or blaming.
Exit Guides
Exiting a team member is one of the least enjoyable tasks a leader has.
It’s also one of the changes that throws a team into uncertainty and insecurity, which can lead to a loss of psychological safety and trust, followed by a sharp drop in engagement and productivity.
This set of three guides gives you the tools you need to navigate redundancy. With the team member you’re letting go, and the team members that remain. With transparency, humanity and dignity, and reduces survivor guilt and team disruption to a minimum.
Read.
A model for leaders: The Psychological Safety Performance Model
“Trust is one of our values. The problem is, we don’t really understand how to build it as a company.”
I’ve heard that often from leaders. The intent exists, yet it’s restrained by an absence of practical frameworks that enable leaders to skilfully integrate trust while pursuing the-seemingly contradictory need for performance. For many companies, it means that despite those great intentions, companies aren’t just failing. They’re creating a say/do gap that undermines trust - and performance - even further.
Having intent but no way to follow through is just as frustrating for leaders. It’s easy to feel as if you have all the responsibility and none of the authority - or tools - to make the changes you need. Changes that would transform experiences and outcomes for you, the team, and the organization.
The pandemic only increased the pressure by changing the playing field beyond recognition. Yet many rules have remained the same with regards to how people and results are managed.
The truth is, we know what psychological safety and trust feel like, but the ‘how’ of creating both feels murky and complex. Especially when we’re also up against the hard demands for performance.
So how can leaders instil trust and safety in the team during complex and uncertain times, without sacrificing the pursuit of performance?
