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  • Ali H.

The danger of a silent team. Wellbeing Leaders create psychological safety




You've probably heard that saying that no idea is a bad idea, which is right in a psychologically safe team. In psychologically safe teams, members feel (1) included, (2) safe to learn, (3) safe to speak up, (4) safe to challenge the norms. There are many benefits of good psychological safety, such as improved innovation, engagement, and learning from mistakes. Interestingly, psychological safety has been highlighted as the number one aspect of high-performing teams. In addition, there are further benefits to individual confidence, creativity, trust and productivity, which will all likely impact employee wellbeing.


Now, leaders will recognise the possible challenges with this, as will individuals. For example, challenging the way the organisation does things, possibly being seen in a negative light, failure, and mistakes. As such, there is the possibility that this fear prevents learning and harms both the individual and the organisation. This is where our servant leadership needs to step in, serve your team for the better.


Put it to test, think of a situation with your team where risk-taking and challenging the way you do things are critical. Here are a few questions to consider;

  • Are the team free for interpersonal risk-taking?

  • Do they perceive that their colleagues will reject them for being themselves?

  • Are the team able to engage in constructive conflict and confrontation?

  • When something goes wrong, do they work as a team to find the cause and solution?

  • Do they think it's safe to take work risks which could lead to improvement?

  • Do they respect each other's competence?

  • Do they understand their unique contribution?

By understanding the benefits of psychological safety, leaders can recognise whether this reflects their team. If it doesn't, it provides leaders with a clear framework for enhancing their teams work environment for the better.


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