High Performance via Psychological Safety
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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.
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High Performance via Psychological Safety
- 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
- 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
- 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?
- 22. CEO Employee
- 23. CEO Employee She’s Clueless About Investors & Workplace Design
- 24. Yells & Curses at Employee CEO Employee
- 37. Negative Assumption Self- protective behavior Observed aggressive behavior Cycle of Mistrust Negative Assumption Observed aggressive behavior Self- protective behavior Adapted from Driving Fear Out of the Workplace One Person Another Person
- 38. Cycle of Mistrust CriticismContempt DefensivenessStonewalling DR. JOHN GOTTMAN The Four Horsemen
- 39. -What’s your “go to?” -What shows up on your team? Criticism, Contempt, Defensiveness, Stonewalling
- 40. 2 Weeks
- 41. My house is in Architectural Digest magazine!
- 42. I couldn’t sleep for many nights after you got so angry at me.
- 43. I was worried what the investors would think.
- 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
- 47. How could the manager coach the employee to repair this conflict?
- 48. C.O.I.N. A tool for increasing positivity during conflict. by CRR (Center for Right Relationship) Global
- 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.
- 51. Empathy Triangle My View Their View Relationship View Adapted from “3rd Entity” by CRR Global
- 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.”
- 61. Some of Our Influences
- 62. ModernAgile.org