In this episode, we are diving deep into a topic that really matters to us, and should matter to you too: psychological safety.
This isn’t about hard hats and goggles, but the stuff that happens inside the head: the worry, the stress, the anxiety. A healthy work culture built on trust and honesty is crucial to creating an environment where people don’t just look their best, but feel it too.
We help you understand exactly what psychological safety is, and how you and your employer can create a positive workplace that supports your mental wellbeing and helps you be the best version of you!
Highlights:
(00:05) What is psychological safety?
(05:05) The circle of safety
(10:17) Understanding and setting boundaries
(11:59) Bring your whole self to work
(17:48) Managers need to be vulnerable too
(21:36) The biggest fear
(25:47) How to measure trust
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Connect with us here:
Website: aurorawellnessgroup.co.uk
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Welcome to the wellbeing, rebellion, the
Unknown:podcast that's changing workplace cultures for good.
Unknown:We're your hosts in Ghazi Wella,
Unknown:and obey telephoto.
Unknown:Let's get this rebellion started. Alright, so some thing
Unknown:that I never used to hear, but now I hear so often moving in
Unknown:the circles that we move in, is this phrase psychological
Unknown:safety? I swear it was made up like, a year or so ago. Yeah,
Unknown:but nobody said it. Now I'm on a panel. It's not even mental
Unknown:well, being experts that we're talking about it. It's just
Unknown:bosses and and tech experts, and physiotherapist, everyone seems
Unknown:to know what psychological safety is. And everyone seems to
Unknown:recognize it's something that is good to have in your office. But
Unknown:I'm still seeing evidence that not every workplace has created
Unknown:this psychological safety. So we thought it was a good idea to do
Unknown:a deep dive into how you can create psychological safety in
Unknown:your workplace. And the first thing that you've got to do when
Unknown:you do a deep dive into something, as any good student
Unknown:knows, is define it. So what is psychological safety, and so
Unknown:luckily, for me, my able comrade is a psychologist, so she can
Unknown:tell us exactly what psychological safety means
Unknown:referred
Unknown:to a psychologist to be able to define this one, but quite
Unknown:simply, the belief that you won't be punished or humiliated
Unknown:for you cannot put your ideas to asking questions, or having
Unknown:concerns or making mistakes, okay, so that the thing that
Unknown:means that look, safety can happen in a family, group of
Unknown:friends that, but we're talking about psychological safety at
Unknown:work, right. So, in particular, a BD shared belief, held by the
Unknown:members of that team, or that organization lied, that a team
Unknown:member will not be embarrassed, will not be rejected. And they
Unknown:will not be punished for being themselves or for speaking up.
Unknown:So it's a well established driver for high quality decision
Unknown:making healthy good dynamics, interpersonal relationship,
Unknown:greater innovation, all of that stuff that we believe in all the
Unknown:good stuff about what makes employee work engaged within an
Unknown:organization. However, this is not an easy thing to do. And the
Unknown:way and I agree, we didn't go did like all of them. Nobody's
Unknown:saying it. Like it's a another tick box, then yeah, you can't
Unknown:create cyclic say that takes time it takes effort. It's not
Unknown:actually a destination, you don't get to it is to journey
Unknown:just like trust, just like, in any relationship, it doesn't
Unknown:just is not just there is it gets to work constantly. So
Unknown:that's what I wanted to share. Today. Today, we're all clear. I
Unknown:don't think a lot of people know about that. It did. So do you
Unknown:have an organization? In a team where somebody is not walking
Unknown:around thinking? Now I can't I'm not gonna be able to say that
Unknown:because I get embarrassed from trying to say something. They
Unknown:may put me out like a troublemaker. Can you honestly
Unknown:say that every single person in your organization doesn't think
Unknown:that long impossible for people or people, right? So we're not
Unknown:trying to make sure this 100% Psychological safe circle that
Unknown:doesn't get broken, that would be the ideal that will be ideal.
Unknown:From now I replace the word psychological safety with that T
Unknown:word trust, because people can understand that they can
Unknown:understand that trust is easy to break, and hard to earn. They
Unknown:can understand that. What makes me trust you is different from
Unknown:what makes the other colleague trust you. They understand that
Unknown:you may have trust within one team, but not in every team. Or
Unknown:there may be trust between individuals in a team, but not
Unknown:the why is your team. Yeah. So So I think if you are struggling
Unknown:to really understand on a pragmatic level, why it's so
Unknown:hard to create psychological safety. Just think about it as
Unknown:trust. Yeah. And then that would make sense. Yeah.
Unknown:So the first thing I'm going to say could be questioned for
Unknown:this. We're discussing how to foster it. So how do you do it?
Unknown:Well, the first thing is the Cycler. crew safety always start
Unknown:from the top is the leadership that your employees on a team
Unknown:cannot create it without their money, they're helping them
Unknown:create the code, but they'll get overridden by manager one day.
Unknown:Right? So, like, I want to say that. And one of the key things
Unknown:that we're talking about was this reminded me of this book,
Unknown:Simon Sinek quick book called leaders, he laughed. And what
Unknown:I've loved about it, he'd version of psychological safety
Unknown:with something called circle of safety with a total like, Could
Unknown:I think people can see the circle and you know, when it's
Unknown:broken, and when it's not complete, right. So I might like
Unknown:that, I've a, at the very least, if psychological safety needs to
Unknown:have a an image, that I like the image of a circle, it will clear
Unknown:when it completely clear when it broken. And all of that stuff,
Unknown:and everybody involved in it, know that no one power over
Unknown:another in that, to that one of the key things that came up to
Unknown:me is the leadership. First is waiting.
Unknown:And I think in that circle of safety, we talk about culture,
Unknown:it is it is about the culture, whether that's a team culture,
Unknown:departmental organizational, and in fact, it's always all three.
Unknown:But it's that place where employees are working together,
Unknown:no matter which of those circles, you're talking about,
Unknown:where it's a team, togetherness, and people aren't one upping
Unknown:each other, or stabbing each other in the back trying to make
Unknown:you know, someone else jealous or happy, or whatever it has to
Unknown:be that like that trust circle of safety. Yeah, that way you
Unknown:really understand and believe in your core, that you will look
Unknown:after each other and protect each other from the dangers that
Unknown:are presented outside the circle. So whether that be other
Unknown:departments, other teams, even your clients, whoever that is
Unknown:that you within the circle of safety, share that level of
Unknown:trust, and support.
Unknown:Yeah. And that means that your leaders to be able to create
Unknown:that circle of trust, the leaders have to set the tone,
Unknown:the leader of that team have to set the tone, the leader of that
Unknown:department had to set the tone, the leader of that whole
Unknown:organization had to set the tone. So you see what I'm
Unknown:getting at here. That way, you have many circles of trust
Unknown:within an organization. And it's easy to be able to take one out
Unknown:when one is broken, so that you're not trying to string the
Unknown:whole organization ethos, or the whole organization, culture on
Unknown:something, you might be changed in one particular department who
Unknown:have struggled, or there's something going on for them. So
Unknown:that's what I wanted to say, in there. And then the company when
Unknown:we like, what one of the reason why I'd like to trust element of
Unknown:it, is because we get everybody understand what trust me we in
Unknown:intuitively get it. So trust isn't something some
Unknown:instructions, give out willy nilly kind of say trust me. Oh,
Unknown:yeah, sure. Like that. No, I don't know how that worked.
Unknown:Right. So you will need to show evidence that you are
Unknown:trustworthy, right? So when you say bring the whole self to
Unknown:work, what does that actually mean? Individual to a person who
Unknown:come from a previous organization, and you say, we
Unknown:encourage people to bring your hotel to work. Okay, except for
Unknown:these conditions. Why?
Unknown:Because there is always that subtext, the unwritten rules?
Unknown:About what exactly good that's what psychological safety is,
Unknown:it's an unwritten rule, we agree, that isn't how we're
Unknown:going to treat each other treat ourselves as being the host. So
Unknown:you have to define what is happening in my house or to work
Unknown:in my team? Are you telling me if I disagree with you, but the
Unknown:boss that I can change? I disagree with you and challenge
Unknown:your authority, obviously not being rude that lead to given,
Unknown:we have to assume the people in our team want to reply back? I'd
Unknown:have to assume that. And so if you assume that you're going to
Unknown:try to and didn't really agree with you, that that's okay. That
Unknown:you're not going to mark them down later when it comes to I
Unknown:don't know, promotion, day, right? Right, you're not going
Unknown:to do that you're not going to pit one staff or another staff
Unknown:for the day fight for ideas, you're not going to do that you
Unknown:could that what will happen is that protecting their
Unknown:creativity. And creativity doesn't really happen and they
Unknown:need other input, you need other insight for it to come up with
Unknown:everything. Good. That's what I wanted to say about that. So I
Unknown:cannot log an organization. What are you going to do about that
Unknown:you are the HR leader, and including you in this as well.
Unknown:You get to set the tone. You have off you have responsibility
Unknown:and your authority to influence your other senior leaders at
Unknown:work at OTF. All of them. Right.
Unknown:I think it's a big thing though. This question of what do we mean
Unknown:when we say bring bring your whole self to work? Because I
Unknown:hear as well is bandied a lot about a lot. I'm guilty of
Unknown:having said it in in explanation of what psychological safety
Unknown:means. And I know it's a almost twee expression but it's a it's
Unknown:really the very definition? But do we mean? Just come to work
Unknown:wearing whatever you like? Does your company actually support
Unknown:that? If my whole self is a whips and chains kind of girl,
Unknown:can I bring that to the workplace? And well, no, there's
Unknown:certain levels. So it's understanding, and I think,
Unknown:making explicit what those conditions are. And then it's
Unknown:saying to people, these are those unwritten rules? These are
Unknown:this is what we mean by your whole self. These are
Unknown:expectations, are you able to meet them? And do you feel
Unknown:comfortable working within those parameters? Do you still feel
Unknown:like you can be the best version of you within those parameters?
Unknown:So to me it when we talk about how do you do it, it's about
Unknown:making the implicit explicit, making sure you've got a degree
Unknown:of consensus, at least at a senior level as to what your
Unknown:culture as an organization should be, how it should look
Unknown:how it should feel from the inside and look to the outside
Unknown:here, the behaviors we consider acceptable. And then from that
Unknown:point, that it's defined, communicating that as frequently
Unknown:as you need to, so that everybody understands what is
Unknown:and isn't acceptable. And then making sure that behavior that
Unknown:is not acceptable, isn't tolerated, and behavior that is
Unknown:acceptable, gets rewarded, so that it becomes a natural state
Unknown:for employees. I think that's a simplistic way of looking at it.
Unknown:Yeah, I think an auto empathy and inclusivity are important
Unknown:part of this. Because you need to be able to empathize with
Unknown:your employees. And they are they're who different people,
Unknown:right we what motivates our, what affects us, what we did get
Unknown:our productivity, they were all different. And so we need to be
Unknown:able to see it person attack, which is why when we're talking
Unknown:about organizations, it's not a human being like that. It's an
Unknown:organization that the people who work the people who run them and
Unknown:not include you as well, I hate our leaders. So to be able to be
Unknown:able to decide what is acceptable behavior and what not
Unknown:acceptable behavior, when he said, bring your whole self to
Unknown:work, you need to ask the employee, I the team, you need
Unknown:to ask them, when I say bring yourself to what does that mean
Unknown:to you? Yeah, let them tell you what that means. So that way,
Unknown:when someone said to be my highest self worth means I'm
Unknown:going to bring all my, you know, sector gear to work. To say, Oh,
Unknown:hell no, that's not what we do. We want them to the you know,
Unknown:you don't get them this assumption, where people walk
Unknown:away with afraid and think they know what it means. But
Unknown:actually, you haven't given them parameter about what it means.
Unknown:So I would say it just got after what brings a whole shelf to
Unknown:with me, and it could be anonymous, wow, you can send a
Unknown:whole little thing and instead just send them all the things to
Unknown:ah, but what it means that way, you can say they can see things
Unknown:like how my hair is it okay, that's my Asfa going out of my
Unknown:head is my normal stuff. And I wouldn't be able to bring that
Unknown:to work. And you know, yes, doctor to talk later. No, that's
Unknown:not what we're talking about there. So all the things that
Unknown:people think are myself that I've been prevented from
Unknown:bringing to work, they need to be able to share it so that you
Unknown:can go, oh, my god, yeah, that is totally acceptable to be
Unknown:bitter, to say that you have a son and you want to be able to
Unknown:drop in my football practice or stay at football? Why are you
Unknown:doing that at five o'clock, and that means you need to live
Unknown:slightly earlier to watch him play, that is totally acceptable
Unknown:to ask for. That is bringing your whole self to work that you
Unknown:don't want to add to that. And I think that organizations who are
Unknown:good at who going to spend a lot of effort trying to create the
Unknown:psychological safety will always reap the benefit must make more
Unknown:than those who are pretending they're trying. Because at the
Unknown:end of the day, those leaders who will do it will be more
Unknown:courageous, they have to be more courageous. They're not afraid
Unknown:of making mistakes, because they're going to learn why
Unknown:they're less self seven, why they're going to put people
Unknown:first for real, they really mean that when they say so. So that's
Unknown:what I wanted to add to that point then.
Unknown:But it's that courage like you say, it doesn't come without
Unknown:risk. Because in order to, to generate that, say within a team
Unknown:because that's easier for us to conceptualize, if you're the
Unknown:leader of a team. How do you get your employees to trust you?
Unknown:Well, the way that I always say is be vulnerable yourself. So
Unknown:whenever I'm delivering workshops or training And I will
Unknown:always start with my own story of mental ill health. And I will
Unknown:be as graphic as I can bear about what it meant to me. Not
Unknown:clinical, but anecdotal, so that people can see me being
Unknown:vulnerable, because how on God's earth can I say to you, it's
Unknown:okay to trust me with your problems, if I'm not prepared to
Unknown:trust you with mine. So that but that takes courage. And people
Unknown:are often coming up to me saying, Thank you so much for
Unknown:sharing that was so brave. But I have to be in order to, to
Unknown:generate that kind of empathy from you guys. So that, you
Unknown:know, you're safe to open up with me. It also means admitting
Unknown:when you've made mistakes, and, and being honest about it, and
Unknown:apologizing for it and trying your best not to commit them
Unknown:again. So and that can, that's very difficult for those of us
Unknown:in certain leader mind mindsets, who think that a leader is the
Unknown:one who is more like a king infallible, like leaders or like
Unknown:Pope's, they are without sin. And it's not. It's not the way
Unknown:that most people respond, actually. Because that makes you
Unknown:less approachable. Yeah, it makes me trust you less, because
Unknown:I don't know you. I can't trust what I don't know. So yeah,
Unknown:that's something I think that leaders will have to address,
Unknown:how comfortable am I sharing myself? How psychologically safe
Unknown:do I feel within the team,
Unknown:and pido feel psychologically safe to share with your team,
Unknown:then they don't have either good tech.
Unknown:But But leaders have asked me particularly when it comes to
Unknown:One to One coaching or the leadership training, I can't, I
Unknown:haven't shared this stuff with my team. And there are times
Unknown:when it is not appropriate, it is not appropriate for the CEO
Unknown:of a company to necessarily stand up and say, I'm going
Unknown:through this particular crisis. Because the fact is, the stock
Unknown:markets will reflect that. But there are things that you can
Unknown:say, like I did go through that crisis, or I'm supporting people
Unknown:who are having issues or whatever it is, you want to say,
Unknown:if you are leading a team, you might not want to tell them the
Unknown:ins and outs of your mental health challenges or your
Unknown:personal problems or anything like that, but show that you are
Unknown:human and relatable. And here's the other thing, you have to
Unknown:find the people that you can open up to. So people at your
Unknown:level or above, you have to find them and be vulnerable with
Unknown:them. And so that you feel that level of safety. Okay,
Unknown:somebody's got my back. Now I can go and be someone else's
Unknown:rock.
Unknown:Yeah, I think ultimately, the thing I'm going to add, because
Unknown:I get this question a lot too, from HR leaders, where we'd like
Unknown:to encourage the teams or managers to be open and
Unknown:vulnerable, in that opening them up for issues, tribunal issues
Unknown:and any of that kind of stuff. If you're going to be
Unknown:uncomfortable, frankly, managers need to be they need to be
Unknown:trained in what they're going to share, like to say contrary to
Unknown:everything, but what they how you can share. And what you're
Unknown:sharing is something that they can also learn. So if I'm just
Unknown:saying if you're going to offer training or create training for
Unknown:managers include that how to be vulnerable is then you don't, we
Unknown:don't we're not all don't all do it naturally. But there's a way
Unknown:in which you can share so you can talk about podcasting,
Unknown:you've come back back out cough for money that you can talk
Unknown:about the fact that actually when I had this happen to me,
Unknown:I'm not going to tell you the details, I'm going to make the
Unknown:can say that I'm not going to tell you the details, but I did
Unknown:we need counseling for it. And I got counseling from this VIP
Unknown:thing. And I got a session like to fill back. And so it could
Unknown:literally be as simple as that. But indicating I have a problem
Unknown:that was similar to yours, or even not similar to yours. It
Unknown:created this emotion in me with within Jaya T which was stressed
Unknown:whatever it anybody can relate to that part that I went ahead
Unknown:and did something for myself to resolve it, which is an EAP,
Unknown:therapy, medication, whatever it is, so that I can now start
Unknown:showing up to myself at work so that I can now support you guys
Unknown:at work. That is enough information for that person to
Unknown:go like if he Chevron, he feels safe internet. Therefore, I owe
Unknown:to and it's an invitation that I also could share in the struggle
Unknown:of truck with manager. Good luck. What I wanted to add to
Unknown:that. I like that word invitation invitation. Yeah. The
Unknown:other thing is, when you create a circle of safety, I'm just
Unknown:using Simon's expression when you have psychological safety in
Unknown:your organization It means that everybody who works there feels
Unknown:comfortable learning and growing. And when you learn and
Unknown:grow, if you cast your mind back to when you were younger, or to
Unknown:those of you who parent young children or, or have access to
Unknown:young children, you'll know one thing about learn learning is
Unknown:that mistakes are inevitable. How your organization handles
Unknown:mistakes, is critical to ensure that you don't break that trust.
Unknown:If you have a punishment and blame culture, then people will
Unknown:be afraid to try. So you have to make sure that you have a
Unknown:culture that yes, encourages learning, because it views
Unknown:mistakes and failure as part of the learning journey. And that
Unknown:there is not there's no fear of retribution or punishment,
Unknown:because you've done something like that. Now, that's not to
Unknown:say that someone who flagrantly goes against company policies
Unknown:and puts themselves or others in harm's way. Shouldn't face
Unknown:reprimand, I'm talking about the kind of mistakes that are
Unknown:routinely experienced in the workplace, not getting the
Unknown:report done. Right. Not delivering as you would have
Unknown:liked to on the presentation, not not something more heinous.
Unknown:And that
Unknown:actually, is that it just brings me to the previous organizations
Unknown:I worked for. So you know, we dealt with, we work with, you
Unknown:know, social justice. So people who got mental health issues,
Unknown:addiction, homelessness, all kinds of social justice issues.
Unknown:And our biggest fear working in our team would always who's
Unknown:going to die next, right? And who would watch it is going to
Unknown:be on because we're, we're not very well. And by using drugs or
Unknown:whatever, we don't need some tasty the matter of time, right?
Unknown:So there was this idea where we would go to clinical meetings,
Unknown:and you're supposed to bring in patients that you were concerned
Unknown:about, right? And then what we noticed, because it took a
Unknown:while, but after a while, you start to have this, so many
Unknown:patients with you, when you can't control how many people do
Unknown:get in, you know, funding and all that issue. So all of a
Unknown:sudden, we know to have clinical meetings, and I had a manager
Unknown:who, you know, you showed me 10? Until okay, what the issue is,
Unknown:you know, who got the case? Did they want discussion? And nobody
Unknown:raised their hand. Like so. No one on your book, you're worried
Unknown:about concerned about thinking to do that risky that they might
Unknown:No, no? less scary? Oh, my goodness. It was there was some
Unknown:there wouldn't be any money. There were a few managers
Unknown:managing our team. So all our five team will be together. And
Unknown:then we will like what what massive thing to who's going to
Unknown:be the one going to raise your hand say by God his patients?
Unknown:What will happen? Will be like Citizen, how will GOD OH, GOD
Unknown:patient? They are you know, they've been risky. They've been
Unknown:through more alcohol or even more drugs. So basically, then
Unknown:someone will go, have they kind of figured, what am I going to
Unknown:do? Go and do a home visit? Okay, have you given them a
Unknown:little Naloxone pen? Okay, well, I'm found them to give, who
Unknown:already lived to par, Dr. pylon. When you start to look like, Oh,
Unknown:I see. You're not even trying to you haven't gone out of your way
Unknown:to go and find these people and wherever they've been hiding?
Unknown:And then so when you think people did it, it meant like,
Unknown:okay, every time I mentioned, I've got I'm concerned about it
Unknown:with the client or patient. I get more work to do. I get more
Unknown:shamed basically about oh, well, old stuff that you're not doing.
Unknown:stuff you're not doing. So what people started doing, were just
Unknown:not saying anything. And the funny thing is, it was us money.
Unknown:They couldn't exactly go. We were happy to go. Yeah. All
Unknown:right, then. Because also it means we're also it take no
Unknown:responsibility, and I don't have to deal with that. Right. Then
Unknown:we realized how unsafe it was. People die when you're hiding
Unknown:things. So what did we have to do as a team and even as an
Unknown:organization, that we have to assume it's our collective
Unknown:responsibility? If a staff said I couldn't find this patient
Unknown:look after I didn't I did everything I could I try to that
Unknown:I don't have enough energy or time to manage that. That it
Unknown:would our problem and not that particular practice enough
Unknown:problem. It would average who can help who got less than the
Unknown:book that can take that's a team that was a while and I can't
Unknown:remember whether or not an incident that happened in
Unknown:between a voc not talking to you would have happened somewhere
Unknown:else, maybe not next day. But what organisational we had to
Unknown:discuss the fear that people felt that they will be blamed.
Unknown:If a patient died, or they hadn't done enough, nobody wants
Unknown:to go to tribunal, you know, any of this kind of conversation, or
Unknown:the other issue, but he wants to do that. So that would one
Unknown:thing, just want to mention it. But a lot of the organization
Unknown:that you're working with, it's not life or death situation. So
Unknown:it's easier to be able to say our responsibility, right? And
Unknown:you're not going to be called to Coroner's Court, that blog
Unknown:member, Coroner's Court, not five, you know, many of the
Unknown:organizations out there that we see you're not going to be
Unknown:dealing with people whose lives, okay. So if you're not dealing
Unknown:with those, you should be able to say that it's our collective
Unknown:responsibility. If one failed all of us do, because we're
Unknown:going to learn from that. That's what I wanted to share. You can
Unknown:knock it down for what needy, but we got there in the end.
Unknown:I love the quote from Peter Drucker, if you don't measure
Unknown:it, you can't improve it, because it leads us to the
Unknown:fourth tip about how you can improve psychological safety
Unknown:within your team. Now, how do you measure trust? How do you
Unknown:quantify it? Well, you can, you can review progress. For
Unknown:example, you can use surveys, everybody knows how to use pulse
Unknown:surveys, you can ask your staff to respond to a series of
Unknown:statements like if I make a mistake in a mistake in this
Unknown:team, it is held against me write it using the Likert, scale
Unknown:zero to whatever you can have any kind of I feel comfortable
Unknown:coming into work, dressed as I wish to dress, I feel like I can
Unknown:confidently talk to my manager about a number of different
Unknown:issues, unrelated to work, those kinds of things. And if you have
Unknown:those kinds of survey responses, you'll be able to see how
Unknown:different teams operate different departments, different
Unknown:demographics, within your employee workforce. And the
Unknown:responses can help build the foundation for discussion about
Unknown:the whole work environment, which can be the basis of
Unknown:reviewing how you manage your team, how you manage your
Unknown:department, how you manage your organization.
Unknown:Yeah. And I think that athletes are based in the back of it.
Unknown:Very specific questions. So the example I gave you about that
Unknown:clinical team, for example, I would have been asking things
Unknown:like, I feel comfortable bringing clinical cases to
Unknown:clinical supervision very specific, because it's not like
Unknown:they were in sharing those words, or sharing it outside of
Unknown:that clinical meeting. By finding the manager directly and
Unknown:in a one on one with me, I'm comfortable sharing it one on
Unknown:one, but not in a group setting, because I don't feel safe in
Unknown:that setting. So it'd be if you can be as specific as possible.
Unknown:So when you say if I make a mistake in this team, it might
Unknown:be the mistake that you hold to value most like sale, for
Unknown:example, a lot of sales, a lot of a client do that
Unknown:specifically, to be able to gauge exactly what level of
Unknown:security a person feel within the team when they make an
Unknown:error. They wanted to be more specific about that.
Unknown:And another way you can help to foster psychological safety is
Unknown:to not assume everybody knows what it is or how to generate it
Unknown:and provide education. So HR and learning and development
Unknown:leaders, they they have to ensure their organizations are
Unknown:offering sustainable and transformational training
Unknown:programs on topics like inclusive leadership,
Unknown:communication skills, conflict resolution, and empathy so that
Unknown:your managers and your leaders can help to cultivate this trust
Unknown:within their teams. Don't assume that everybody knows how to do
Unknown:it as well as you do, because I guarantee they don't. Yeah, so
Unknown:that's it. Those are your five tips. So what are the what are
Unknown:the five tips? Can you recite them with us one, start at the
Unknown:top. So make sure that your leaders are setting the tone, to
Unknown:create the kind of trust that is required for your employees to
Unknown:feel comfortable being themselves in your workplace.
Unknown:And don't forget to define what the parameters for that are.
Unknown:So talking point being vulnerable, so you as a leader,
Unknown:have responsibility to be vulnerable to your with your
Unknown:employees or your team, to the day feel invited to also feel
Unknown:vulnerable to share that out that I'll help to create a
Unknown:lovely psychological safe space within that circle.
Unknown:Make sure you front up when you make mistakes. Don't try and
Unknown:sweep it under the carpet or cover it with some blanket BS
Unknown:statement so that it doesn't put the blame on you. Be honest Post
Unknown:about your mistakes and see your mistakes their mistakes as part
Unknown:of the learning journey, an inevitable consequence of the
Unknown:desire for creativity and innovation.
Unknown:And for mentor your psychological safety. How safe
Unknown:is it, review it you surveys off specific question statement that
Unknown:is very unique to your team or your organization, however you
Unknown:want to do it, to be able to be student with clear what you
Unknown:actually have in your organization.
Unknown:And finally, empower your leaders, your managers to be
Unknown:able to create these cultures and cultivate them within their
Unknown:teams, through training and education. Make sure that they
Unknown:know exactly what creating psychological safety entails,
Unknown:how quickly and easily can be broken, and what to do to repair
Unknown:it. If it is. That's it.
Unknown:That's it. I mean, if I'm gonna put it out there, if you're an
Unknown:organization out there thinking, I only know how to build this
Unknown:into our organization, I wouldn't know where to start,
Unknown:then feel free to connect with us after question. We're on
Unknown:LinkedIn and have a meeting. But how you might do it every
Unknown:organization is different. That is unique to you can't quite
Unknown:copy and paste. So try and think about what will be unique for
Unknown:your organization. And we're happy to happy to welcome and
Unknown:help you. Definitely
Unknown:not for free though. Yeah, so we'll see you next time. Thanks,
Unknown:guys. Bye. Thanks for listening to this episode of The wellbeing
Unknown:rebellion.
Unknown:If you liked what you just heard, please share it with your
Unknown:colleagues. Follow us on LinkedIn. The link could be in a
Unknown:turnout and genuinely show us some love.
Unknown:We want to build a whole army of fellow rebels who want to create
Unknown:positive workplaces for everyone. Will you join the