Curious about psychological safety, trust and performance?
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This is how we define psychological safety.
Read about the Psychological Safety Performance Model
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?
