Author: Sonya Cowen
Trust and psychological safety are foundational factors for a high-performing team. When team members trust each other and feel psychologically safe, they are more likely to share ideas, take risks, and collaborate effectively. Research shows that teams with high levels of trust and psychological safety experience better problem-solving, increased innovation, and higher job satisfaction (Edmondson, 2019).
So, what exactly do we mean by trust and psychological safety? Trust is underpinned by a sense of benevolence. It is the belief that your colleagues have your best interests at heart and will act with integrity. It links directly with the ‘care personally’ component of Kim Scott’s work on Radical Candor. Psychological Safety, as defined by organisational behaviour expert Amy Edmondson, is a shared belief that the team is safe for interpersonal risk-taking.
‘It’s the feeling that you won’t be embarrassed or punished for speaking up with ideas, questions, or concerns.’
What leaders can do
Leaders play a crucial role in fostering both of these elements within their teams. To build trust, leaders must consistently demonstrate reliability, transparency, and empathy. This means:
- keeping commitments,
- being open about decisions, and
- showing genuine concern for team members’ well-being.
To cultivate psychological safety, leaders need to:
- encourage open dialogue,
- model vulnerability, and
- create a space where diverse perspectives are valued.
One effective strategy is to regularly ask for feedback and actively listen to it. By showing that all voices are heard and respected, leaders can break down barriers to trust and create an environment where team members feel safe to be their authentic selves.
Ask great questions
Another way is to ask great questions of your team members. I recently came across this great visual of the types of questions leaders could ask by Jean Marie DiGiovanna. She has kindly given permission for us to include it here. Note – these questions assume there is already some base level of psychological safety. They should be spread over time, not form the basis of a ‘hit list’ for a single conversation!
Six questions you could ask to create psychological safety with your team members:
- What’s the thing you see me doing that’s helping me best contribute to the team?
- What’s the thing I do that’s distracting from our success?
- What’s one thing I need to know about you that will improve our relationship?
- What’s the one thing you need from me that will enable you to be successful?
- What’s one gift, skill or talent you have that I’ve overlooked, under-valued or under-utilised?
- What motivates you and how can we bring more of that to your work?
Remember – how well you listen, react, and respond to the answers will have a considerable impact on someone’s willingness to open up and share more in the future.
In summary, building trust and psychological safety isn’t just about creating a comfortable work environment; it’s about unlocking the full potential of your team. When team members feel safe and trusted, they are empowered to contribute fully, leading to better outcomes for everyone.
References:
- Edmondson, A. C. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.
- Scott, K. (2017). Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity. St. Martin's Press.
Photo credits: Unsplash.com (Belinda Fewings)
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