Is your culture dominated by fear, blame and other toxic behaviors? Are people protecting themselves rather than pulling together, obsessing over customers and helping your organization succeed? If so, you may have a lack of psychological safety. When it's present, individuals feel safe being vulnerable, safe taking risks, safe making mistakes and safe handling conflict. Long-term high performance depends on psychological safety. It leads to greater transparency, closer relationships, better collaboration and better outcomes. As leaders, it's our duty to develop, model and foster psychological safety. In this interactive workshop by Joshua Kerievsky and Heidi Helfand, you'll develop skills for growing psychological safety in yourself, your teams and your organization.
4. “The leader’s job is
to drive out fear.”
W. Edwards
Deming
Author,
Out of the Crisis
5. “No one can put in
their best performance
unless they feel secure.”
W. Edwards
Deming
Author,
Out of the Crisis
6. Secure derives from
Se meaning “without”
and cure meaning
“fear or care.”
W. Edwards
Deming
Author,
Out of the Crisis
7. What People Say When
They Don’t Feel Safe
W. Edwards
Deming
Author,
Out of the Crisis
8. ”If I did what is best for the
company, long term, I’d have to
shut down production for a while
for repairs and overhaul. My daily
report on production would take a
nosedive, and I’d be out of a job.”
W. Edwards
Deming
Author,
Out of the Crisis
9. ”I’d like to understand
better the reasons for
some of the company’s
procedures, but I don’t
dare to ask about them.”
W. Edwards
Deming
Author,
Out of the Crisis
10. ”I’m afraid I may not always
have an answer when
my boss asks something.”
W. Edwards
Deming
Author,
Out of the Crisis
11.
12. “Psychological safety is a
shared belief that the
team is safe for
interpersonal risk
taking.”
Amy
Edmondson
Author of
Teaming
13. Psychological safety exists
when you’re not afraid to…
Ask Questions
Raise ProblemsMake Mistakes
Be Yourself Take Risks
Disagree
@HeidiHelfand @JoshuaKerievsky
…respecting a code of conduct.
14. “Authoritarian behavior
reduces psychological safety.
This hinders the ability for
the team member to
contribute everything they
can to the collective effort.”
Amy
Edmondson
Author of
Teaming
15.
16. What shapes our
willingness to speak up?
Amy
Edmondson
Author of
Teaming
Fear of being seen as…
Ignorant Incompetent
Negative Disruptive
17. If I ask questions or
seek info they’ll think
I’m ignorant.
18. If I admit mistakes or
ask for help, they’ll
think I’m incompetent.
19. If I critique others
they’ll think I’m overly
negative or hard to
work with.
20. If I disrupt people or
waste their time they’ll
think I’m intrusive
or not self-sufficient.
21. Have you changed your behavior
to avoid being seen as ignorant,
incompetent, negative or disruptive?
44. I was trying to
make a new
employee super
happy.
45. “The health of an
organization is measured
by the lag time between
when you feel it and
discuss it.”
Joseph
Grenny
Co-Author,
Crucial
Conversations
50. Context: We were
outside the building.
Observation: I was bringing in
the cinder blocks. You shouted
at me and dropped F-Bombs.
Impact: My heart was
pounding, and I was afraid.
Next Time: Next time I would
appreciate it if we could talk about
this without shouting or swear words.
52. Be Caring, Curious &
Nonjudgmental
Avoid Dominating
or Interrupting
Review/Repeat
People’s Points
Encourage Everyone
to Contribute
Listen to
One Another
Psychologically Safe Meetings
Adapted from Smarter Faster Better
by Charles Duhigg
53. • Individual / Pair / Group
• Lean Coffee
• Brainstorm with Stickies or
Index Cards
• Set-based design
Encourage Everyone
to Contribute
54. Carl Rogers & Richard E. Farson
Authors of Active Listening
The only way to show that you respect
someone is by having and actually
demonstrating respect for them.
Listening does this most effectively.
Review/Repeat
People’s Points
Listen to
One Another
55. Levels of Listening
Adapted from Coaches Training Institute
• Level 1: Focused on yourself.
• Level 2: Focused on the other
person.
• Level 3: Focused on body
language & environment.
56. • Have a facilitator present to
structure the conversation.
• Give feedback privately to the
person dominating or interrupting.
Avoid Dominating
or Interrupting
57. “I’m curious. Why do
you think that?”
Paul Tevis
Principal Agile Coach,
AppFolio
Be Caring, Curious &
Nonjudgmental
58. Don’t Rush Through
The Groan Zone
by Sam Kaner, author of Facilitator’s
Guide to Participatory Decision Making
59. “Intelligent teams are able
to stay with conflict and
other difficult emotions,
thus creating a safe team.”