How To Cultivate Psychological Safety And Create More Effective Teams

When was the last time you had a meaningful meeting with your team? Not just one where each associate stated their progress on the current project, during which all the other members just stared off into space waiting to take their turn so they could get back to their desks? How about the last time you had a meeting where vital information was shared, ideas for improvement were offered and decisive decisions were made on correcting errors instead of sweeping them under the rug? Imagine how much more productive your team members, and actually the entire organization, would be if the leadership team encouraged, embraced and acknowledged the absolute need for psychological safety.

In a February 2021 survey, McKinsey & Company looked at psychological safety’s role in leadership development. Researchers found that leaders can increase the likelihood of team members’ psychological safety by demonstrating specific behaviors. Out of the four leadership styles studied, the two most successful ones were “Consultative” and “Supportive.” The two that fared much worse were the “Authoritative” and “Challenging” styles of leadership.

As with most things in management, the effective way to ensure psychological safety is from the top down. If the workers in your organization chart don’t see the C-Suite emulating the values that are being touted, the disparity between the edict and the actuality will be hugely obvious. The old “do as I say, not as I do” dilemma is as frustrating and ineffective now as it ever was. Here’s how leaders can cultivate psychological safety in the workplace:

Be approachable.

As a manager, are you accessible and approachable? These are valuable and necessary qualities for productivity. I had a friend who was a supervisor at her company where every colleague, manager and above never opened their office doors except to go to lunch. Interacting with management wasn’t forbidden, yet it was not encouraged. The only reason people competed to gain management positions was to isolate themselves from all of their supervisors and the supervisor’s employees. They had no idea what even went on out on the floor, and they didn’t want to know. Any suggestions made to improve the customer experience or workflow were immediately shot down. The number of people in her organization who felt physiologically safe there was zero.

Management needs to be proactive about interacting with their direct reports. In conversations, encourage good questions. Healthy discussions invite fresh input on multiple fronts.

Have high standards — but recognize that everyone makes mistakes.

In 2019, Amy Edmondson spoke at the annual meeting for the Association of American Medical Colleges and told attendees, “The simplest way to hold people accountable is by conveying, motivating, and inspiring high standards. And also going out of your way to create psychological safety, so that when things get missed or bad things happen, people feel free to speak up. The most important insight to know is that this is not a trade-off. There is no trade-off between high standards and psychological safety.”

Fear of management doesn’t create lasting results. You must be genuinely interested in others and learn to control your response when you’re informed of a mistake, thereby helping others learn from mistakes, not be punished for them.

Meet with your people regularly and encourage them to speak up without repercussions. Allow them to share their concerns. When it’s appropriate, avoid giving them suggestions — let them come to solutions collectively so they learn to work together.

Prioritize inclusion.

Another important component to psychological safety is inclusion. Timothy R. Clark, in his book The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation observes, “Despite knowing we should extend exclusion safety to everyone, we have become very skilled at chasing each other to the margins and patrolling the boundaries. We splinter, segment, and stratify the human family. Sometimes, we extend partial or conditional inclusion safety. Sometimes we revoke or withhold it.”

If some colleagues feel overlooked, marginalized, ignored, persecuted or have had their suggestions shot down at every turn, you (or someone who replaces you) will be tasked with fixing the fragmentation you’ve allowed to happen. Worse yet, if you don’t create an inclusive environment, you could be stunting the growth of your team and your organization.

In her book The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, Edmondson explains, “In an era when no individual can know or do everything needed to carry out the work that serves customers, it’s more important than ever for people to speak up, share information, contribute expertise, take risks, and work with each other to create lasting value.” Fear limits our ability for effective thought and action — even for the most talented of employees. Today’s leaders must be willing to take on the job of driving fear out of the organization to create the conditions for learning, innovation and growth.

When I was in management, I always told employees, especially ones new to the organization, “Don’t be afraid to ask me any questions. If I don’t know the answer (because no one knows all the answers), I will tell you who can answer your question or we can figure it out together.” How can we possibly get the highest performance out of an employee who is confused about a key portion of their job? Create a safe environment where employees have the ability to help you solve the problems and you won’t be fighting an uphill battle on your own.

This article has previously been featured on  Forbes.

Don’t Underestimate The “Culture” In Corporate Culture

If you’ve suffered through stress and sleepless nights trying to wrangle your team together in the United States, you’re not alone. It can be challenging!

At one point in my career, I was tasked with managing 14 employees in eight locations across the United States. I found myself in a difficult situation. Leadership from the East Coast thought that leadership from the West Coast were lazy and irresponsible because they dared to arrive “late” at their office at 8 a.m. They refused to budge on the issue. (Even though the sun, as is well documented, travels from east to west.) The West Coast office was annoyed at the East Coast office for their “time superiority,” and invited the East Coast employees to show up for conference calls at 8 p.m. their time (5 p.m. West Coast time) to illustrate why the West Coast office employees felt like they were being persecuted when they were asked to log into a conference call at 5 a.m.

Eventually, a compromise was made that grouped the majority of weekly conference calls during times when both East and West Coast colleagues were in the office. It sounds like a small thing, but everyone ended up “winning.” This is just a minor example of culture clashes, and similar corporate culture differences pop up for companies across the globe. If no compromise can be negotiated, the collaboration is doomed to failure. If we can’t bridge the gap between the cultures of the two coasts of the United States, how can we possibly bridge the gap between the cultures of multiple countries?

In his article for Ivey Business Journal, Jeswald W. Salacuse sums it up fairly succinctly. “In this international, global business model, it is imperative that we take the cultural norms of our coworkers into consideration to provide effective management.”

There are different systems to consider when dealing with international companies. As a leader, it becomes your focus to understand and deal effectively with all of them. Here are some important questions to answer when engaging in business deals with people from different countries or cultures:

• What is the political climate and the expectations of the business unification?

• What are the economic implications of any merger? How will it impact their business model?

• Are the values of the country based on kinship?

• Are the values of the country’s business religiously based? If so, how does that potentially impact your company?

Have you spent the time educating yourself on the core values of the culture you’re initiating a business relationship with? It’s important to understand that the answers to the above questions are different depending on each individual culture.

Authors Neil R. Abramson and Robert T. Moran offer this insight on global management: “Prior to entering a new market, forming a partnership, or buying a company, organizations spend time and money on ‘due diligence.’ What is forgotten or minimized in both business and politics is ‘cultural due diligence.’”

They also remind us that, “culture gives people a sense of who they are, of belonging, of how they should behave, and of what they should be doing. Culture impacts behavior, morale and productivity at work, and includes values and patterns that influence company attitudes and actions.”

If you and your management team wish to be successful in a trans-global enterprise, you’re going to have to spend time researching the culture you’re attempting to merge with. You will have to decide what’s most important for you and for your company. Different cultures have different ideas of what constitutes a win — it’s not helpful if your team declares a win by solely American standards. In a global company, if colleagues from each country get the feeling of success from their participation, it will be a more cohesive unit, and a more productive one at that.

The best option is to educate yourself regarding the culture and the business norm in everyday situations. Below are some questions you should ask yourself.

• Does the culture you’re engaging with have a formal stance or informal stance regarding time, corporate hierarchy, reward systems and motivational strategies?

• Is their emotional expression high or low? Cultures really vary in this area, and demonstrating the opposite emotional expression from what the employees are used to in their country can be extremely confusing.

• Is the culture you’re working with direct or indirect? The communication style can be quite different from your own. Educate yourself and adapt your style to be the most effective in the negotiation.

In an article published by the Wharton School of Business at the University of Pennsylvania called “How Cultural Factors Affect Leadership,” it’s stated that, “The most successful businesses will be those that not only understand the nuances that exist among different cultures, but train their executives to lead in ways that demonstrate an understanding of and appreciation for distinct cultures. The global executive’s leadership style will need to be protean, changing from situation to situation. Sensitivity to the unique culture within which the executive works may well be the most important leadership attribute in the global economy.”

Spend some time researching the cultures of the countries you’ll be dealing with, meeting with and negotiating with. It will be time well spent.

This article has previously been featured on  Forbes.

How To Listen Your Way To Success

How many conversations have you had with your boss, your team and your employees that were wasted opportunities? At some point did you delude yourself into thinking that you were the do-all, end-all and be-all of the business world? When was the last time that you really, seriously, honestly listened? Most of us would really like to think that we’re avid listeners. We would love to believe that we’re empathetic, sensible, helpful and the like. But the truth is that many of us are too busy to actually listen to a real and honest conversation.

When Ben from accounting gave you your last update in your office — one that he had really spent time preparing for — did you listen? Probably not. Ben may have spent a great deal of his off time crafting a presentation, but were you too busy thinking about the upcoming merger to actually listen to the information he prepared? You’ll have to change your ways or you’ll lose a very competent employee, and you’ll have to spend money, time and effort to replace him. Employees lose patience quickly when their supervisor or manager can’t be bothered to actually listen. Yes, you’re busy and overworked, but so are they!

As Mark Goulston says in his book Just Listen: Discover the Secret to Getting Through to Absolutely Anyone, “People have their own needs, desires and agendas. They have secrets they’re hiding from you. And they’re stressed, busy and often feeling like they’re in over their heads. To cope with their stress and insecurity, they throw up mental barricades that make it difficult to reach them even if they share your goals, and nearly impossible if they’re hostile.”

How’s your team going to shine when they all feel as if you routinely dismiss their thoughts and needs? If you can’t or won’t spend the time to sincerely listen to your individual employees, your team is going to lose focus fast. When meeting with your employees, remember to do the following:

Ask questions. So many people in the business world today issue ideas, orders and assignments. When was the last time you took the time to actually ask a pertinent question of your specialists? You hired them for a reason! Listen to what they have to say.

Pause. Remember the acronym W.A.I.T., which stands for “Why am I talking?” As the old adage goes, there’s a reason why you have one mouth and two ears. Consciously stop and think before you start talking or continue.

Do your very best to not interrupt. Don’t talk when one of your team members is speaking and trying to make a point. Reiterate what the other person has stated. Don’t act like a tape recorder and repeat it word for word. Show that you’ve listened, and internalized the information. Confirm the idea by taking the time to tell the person what you’ve heard to make sure you’re both on the same page and actually understanding each other.

Find common ground. Plan to make an important conversation a cooperative conversation. What do you have in common with the other person in the room? How can you meet on common ground?

Don’t see conversation as a competition. In a conversational competition, nobody wins. If you’re only listening for a pause in the conversation so you can break in and express your opinion, you aren’t listening. You’re only pausing between lecturing your opinions or truths. Do your best to create a safe environment for the speaker. Your job is to listen, not to argue and not to judge. No one should be a “winner” or a “loser.” That isn’t the way to a resolution. A productive conversation isn’t a debate.

Don’t jump in and try to solve the problem. On that same note, a useful conversation should be full of give and take. Allow the speaker to truly specify what the issue is before you jump to conclusions.

Ensure that all distractions are put away. No cell phones, no computer screens and no tablets should be active or present. This is a time for both parties to be fully present.

Pay attention to body language. No matter the words that are being used, they may contradict the body language that’s being communicated by your subject. If you suspect the words that are being spoken contradict the body posture, your colleague may be miscommunicating to you by accident or on purpose.

In Nixaly Leonardo’s book Active Listening Techniques: 30 Practical Tools to Hone your Communication Skills, she explains “Active listening is a powerful skill. It can not only help you get your message across, but it can also help others feel connected to you and positively influence your relationships, self-esteem and career success. If you practice it consistently, the people around you will feel heard, understood, cared for and respected.” The most important thing to remember when you’re trying to communicate with your colleagues and your team is to recognize that the communication skills must be taught and passed down by leadership, and that’s one of your main jobs. Lead with active listening and others will likely follow suit.

This article has previously been featured on  Forbes.

Be A Better Boss

How would you like to have a more productive team? What if you could reduce absenteeism, employee errors and employee turnover? It might sound pretty pie-in-the-sky, but it’s actually attainable if you’re willing to put in the effort. It’s a simple plan, doesn’t cost a thing except time and is expeditious to implement. What could this magic plan be? The only thing you have to do to achieve all of these benefits is to be a better boss.

The days of ruling with an iron fist are long gone. If you believe the best way to manage employees is by fear and intimidation, you’ll be setting yourself up for constant employee turnover. You’ll also have a smaller and smaller hiring pool of potential employees once the word on the street is that you are a terrible boss to work for. With all the good managers out there, why would anyone waste their time being constantly stressed out by you?

In their book Mind Tools for Managers: 100 Ways to Be a Better Boss, James Manktelow and Julian Birkinshaw explain, “A more universal characteristic of effective leaders is that they are authentic: They bring a human touch to their work, they play to their strengths, and they are highly self-aware. To make the same point in reverse, we can all spot a boss who is faking it — someone who is trying to be the larger-than-life, charismatic leader that they have read about in business magazines. These types of people are a turn-off, not just because they seem phony but also because they are unpredictable and hard to read, which makes our jobs more difficult.”

What you need to do is take a good, long look in the mirror. Be honest with yourself and list each of the behaviors you currently have that are nonproductive. Schedule some time to meet with some of your colleagues, your boss and maybe even some friends or family members who are aware of your tendencies. The only way to change behaviors is to acknowledge that they exist.

A large amount of employee satisfaction relates to their interaction with their immediate supervisor. With that in mind, it’s important to think about things in a way you may not be used to. The article “The Boss Factor: Making the World a Better Place through Workplace Relationships” in the McKinsey Quarterly suggests, “In many ways, there is only one question any manager need ask: How do I make my team members’ lives easier — physically, cognitively, and emotionally? Research shows that this ‘servant leader’ mentality and disposition enhances both team performance and satisfaction. Moreover, studies also suggest that managers themselves are happier and find their roles more meaningful when they feel they are helping other people.”

If you were promoted largely because you were a high-performing employee with exceptional technical skills and a personal drive to get ahead, you are among good company — many employees are promoted for those very reasons. However, if no one has ever taken the time to mentor you and teach you the people skills necessary for managing employees, you may be at a disadvantage.

If you now have a boss who exhibits those qualities, seek advice. Make a plan to grow the new skills necessary to again become a high performer in your new position. Some managers would rather dictate than lead. In your work life, you’ve probably experienced at least one boss with that mindset, and you know how unmotivating that is. If you lead and inspire people, they will follow you.

I worked with one executive who thought once he was promoted, all he had to do was bark orders and then sit in his office, door shut, checking email, focusing on his to-do list and only reappear when it was time to bark more orders. I had to coach him to recognize how important respectful human interaction was. Eventually, he became comfortable having meetings, asking employees questions and actively listening to their answers. He learned to support a team so they would work together to realize success on their projects instead of having every person out for themselves.

Praising associates when they do something right is worth much more than criticizing them when they do any little thing wrong. After enough criticism, all you’ll end up with is an employee who is shut down and will only do the minimum to get by. Making your team feel useful and appreciated is a sure way to form a cohesive unit.

Involve your team in the problem-solving process. After all, they perform the tasks every day. They will have insights into the flaws in the process that you didn’t know existed. Once they learn to troubleshoot more problems themselves, the more you’ll be freed up to get your other tasks done.

Realize that their failures are part of the growing process. When that happens, don’t get angry — help them fix the problem and then move on. They’ll acquire the confidence to take on more challenges without fear of your reprisals.

Understand that each one of your employees is an actual human being. People have lives outside of work. They have challenges, triumphs and tragedies just like you do. It’s an oldie, but a goodie — treat them the way you would like to be treated when it comes time to take into account the problem they’re having might not have anything to do with their work. If you have a high performer who’s suddenly having problems, ask what is going on and what you can do to help. A simple display of humanity never hurts.

This article has previously been featured on  Forbes.

Make The Most Of Your Next Performance Review

Is it that time of year again? How did the months roll around so fast? If you’ve taken last year’s performance review to heart and made progress toward your goals, you’re probably feeling like you’re in a pretty good place. However, if you’ve failed to prepare for your performance review, you may be anticipating it with dread.

If you want to get ahead of the game, here are a few ways to prepare so you can walk into your next appraisal feeling confident and self-assured:

The easiest place to start is with the performance goals you’ve agreed upon in the previous year’s review. Take the time to study them and write out a plan to make them a reality. They’re not going to magically complete themselves.

You may be working very diligently, but are you working on the things that matter? The things that are going to advance your career? If you find yourself consistently spending the majority of your time putting out fires, you’ll be getting nowhere fast.

After mapping out a plan to meet each of the major goals you were tasked with, ensure that each separate plan contains well-thought-out steps (and sub-steps if necessary). Keep these where you can review them daily and note your progress. If you find that you aren’t making much headway on a particular goal, review your steps. If you need to make some course corrections, do it. Don’t let your plans go by the wayside. Don’t be afraid to ask your manager or your mentor for assistance or clarification.

Log Your Accomplishments

Over the course of the year, keep an accurate log of your accomplishments, and then try to qualify and quantify them. It’s not very impressive to tell your boss something like, “I did much better this year on managing the production of widgets in my department.” However, if you say “By modifying the widget-making process in my department, our production rose by 7% this year with no extra manpower,” it really carries some weight.

Now that you’ve spent the year tracking your progress, it’s time to compile it in a format that your boss will appreciate. Everyone has their own method of processing information. If your manager isn’t a detail-oriented type of person, don’t overwhelm them with minutiae; just hit the high points and report the most important facts and figures.

Develop A Communication Strategy

If your manager prefers more frequent updates, send the information monthly or weekly as they prefer. Your boss is busy juggling multiple things, just as you are, so don’t complicate their life by giving them information presented in a way they don’t want. Clarity is your friend and you want to make an impact here, so do your best to illustrate the value you bring to the team and the company.

I’ve seen this issue again and again in my work. Instead of communicating the information in a way the manager wants, the employee stubbornly continues to submit information in a format the manager finds annoying, uninteresting or over-explained. Then, the employee wonders why the boss doesn’t offer any input or praise.

If you report to someone who is fairly uncommunicative throughout the year, the responsibility of requesting periodic feedback is up to you. It’s not at all productive to spend an entire year focusing on one goal when at review time, you find out that objective was the least important one to the person who manages you.

The University of Northern Iowa Human Resource Services department writes, “Supervisors should discuss positive performance and areas for improvement throughout the year. However, it is in the employee’s best interest to open up a discussion about performance during the year, even if the supervisor does not initiate it. The sooner employees know where they are with regard to performance, the sooner priorities can be shifted or problems can be fixed. Communication is a shared responsibility.”

If your boss is constantly busy and not a naturally communicative person, you may have to ask when you can schedule some time to meet — whether that’s at regular intervals or on a more sporadic basis. Use that time to ask brief, but important questions, but don’t let your attention wander or get off track. You should respect your manager’s time.

Address Your Challenge Areas Throughout The Year

Ask for clarification on any assignments you’re struggling with. Confirm that you’re on track for the year and ask if there is any specific area in which you need to improve. If they do offer you advice, take it to heart even if it’s something you don’t feel is worth doing. Making amazing progress at something just because you’re good at it will not help you at review time, especially if it isn’t something you were supposed to focus your attention on.

If you run into an important issue during the year, bring it up and ask for assistance. No one wants to listen to an employee who’s just venting. Come prepared with possible solutions and an open mind. Actively listen to any suggestions offered to you and act on them.

Preparation Is Key

During your next performance review, come prepared. If any improvement is suggested, don’t be defensive about it. See it for what it is — a chance for you to improve. Be open to new opportunities. If your manager suggests you should take on a task that they have been performing, take it on with a willing spirit. You can’t grow into a higher position if you’re not willing to stretch. If no new opportunities are presented, take the initiative and ask what more you could take on to help the organization.

Your annual performance evaluation is your golden opportunity to showcase everything you’ve done during the last year, so develop the habit of tracking your accomplishments in order to make the best of it.

This article has previously been featured on  Forbes.