Reasons for the need of psychological safety in the workplace

What is psychological security?

It is the belief and feeling that you are able to express your opinions and thoughts without being shamed or degraded.

Let’s take a look at the contents.

According to Maslow’s hierarchy, safety is a “basic human need.”

Psychologically safe working environments are essential to support high-performing work teams. Employee retention is more important than basic human decency.

What does this mean?

Amy Edmondson, a professor at Harvard Business School, coined the term psychological safety. Amy Edmondson defines psychological safety as “a shared conviction that the team can take interpersonal risks”.

Edmondson and Harvard Business School Professor Jeff Polzer say that when it comes to creating psychologically safe environments, establishing standards is crucial to success and participation.

Leaders are less concerned about what they say than how they react to and interact with other team members.

In relation to the Atlantic cover, I mentioned above, that creating a safe psychological environment can act as a cushion. Psychological safety can act as a buffer against the negative behavior that drives so many women from tech.

Why psychological safety at work is important

A team that values performance and safety standards as well as physical safety will also value psychological safety.

The benefits of a safe psychological work culture include:

Employee engagement can be improved

It’s easier to get team members involved when they feel safe. It could be in team meetings, solving problems, working on projects, and engaging with customers and colleagues.
The presence of safe teams encourages employees to stay focused on their work rather than drowsing off or counting down the minutes until the day is over.

Promote an inclusive work culture

All team members need to feel included. Diverse teams can work in a safe environment.

All team members can flourish, regardless of their gender, race, color, background, or political preference. This results in a rewarding experience of giving and taking where everyone feels part of the team.

This encourages new ideas and creativity

Team members need to feel comfortable expressing their ideas. Imagine how many great ideas never got shared by a member of the team because they didn’t trust themselves to share.

Employee well-being is improved

Mental health is a major contributor to well-being. Employees who are mentally healthy can perform better and avoid stressors.

Brand ambassadors are created by the company.

Create a safe, psychologically secure workplace to encourage your team to brag about you. When they are treated well, team members cannot help but brag about their work.

Reduce employee turnover

Recent research has shown that team members who are psychologically secure at work have a lower likelihood of leaving. Why would you leave a company where you are treated with respect, and you feel valued and safe?
Interviewing, hiring, and training team members can be expensive. For successful businesses, high employee turnover is not sustainable.

Team performance is improved

Teams perform when you have highly engaged employees who don’t want them to leave. Teams perform when you have an inclusive work environment, brand ambassadors, and inspired ideas.

If you combine all the above with healthy employees, you can boost team performance.

It’s high time that “psychologically-safe workplaces” were added to the list of human rights, and businesses held accountable for their implementation.

Four stages of psychological safety

The four stages of psychological security developed by Dr. Timothy Clark include:

• This stage is about satisfying the human need to connect and belong. You feel accepted and safe in this first stage.
• You feel comfortable asking questions and experimenting. You are open to receiving and giving feedback.
• Safety for contributors: You feel confident to use your gifts and skills at this stage.
• Challenger safety: In this final stage, you must feel safe enough to question the status quo if you notice an opportunity for improvement or change.

Leaders need 6 skills to build psychological safety in teams

Leadership development is a crucial part of developing psychological safety at work. Make sure that your leadership development plan addresses each of these skills to help you develop leaders and managers who are truly inclusive.

1. Communication
2. Conflict resolution
3. Accountability
4. Vulnerability
5. Empathy
6. Self-reflection

1. Active listening and curiosity are key to improving communication skills

You can also ask team members for their opinions and expertise. It is important to do this when their opinions might challenge your thinking.

Ask questions and get feedback from your team members. Do not assume that team members are in the wrong because you disagree. Peel the onion, and learn as much from your team (if not even more) as they do from you.

Active listening is just as important as curiosity. Active listening makes people feel appreciated and like they can contribute. Listening ideas include:

• Leave your phone at the door or on the desk during meetings
• Repeating the words spoken will show that you understand what has been said.
• Asking questions can encourage people to talk more.
• Ask them to speak up if they are rarely present at meetings.

2. Conflict resolution skills: promote respect

Don’t tolerate it if a member of your team engages in behavior such as undermining or shaming others, or engaging in any other type of behavior that may discourage them from speaking out. Don’t ignore the behavior, but don’t condone it either.

Intervene to explain how statements like these can hinder creativity and innovation. Share your concerns, questions, and ideas.

3. Accountability: Lead by example

Everyone in a position to lead should be an example for others. It is important that senior management and team leaders, as well as managers, set an example. If implemented properly, this set of behaviors will become the norm in the entire company.

• Ask for upward feedback
• Recognize your mistakes
• Open your mind to different opinions.
• Encourage your employees to ask questions and be approachable

If you don’t set an example, it’s impossible to expect your team members’ performance or safety. It means being willing to apologize when you’ve made a mistake.

4. Vulnerability — embrace the uncomfortable

Edmondson says that leaders who are willing to admit their fallibility and vulnerability is a sign of strength. This shows a desire to improve and is a good way to encourage open and honest feedback. Leaders who admit their fallibility allow the team to improve and learn.

It is important that it allows others to own up to their mistakes and shows the company’s value of ownership.

It is especially true when it comes to remote work.

5. Empathy: Foster an open discussion (with a mindset of growth)

Attention to the way teams work. Are all team members given the opportunity to speak out? Do some people speak more than others? Encourage everyone to speak equally.

You can quickly overcome any tension or awkwardness by using icebreakers and calm environments. Consider company outings and virtual hangouts to allow team members to be themselves.

It’s also a good time to get closer to each other.

To break free from judgment and strengthen relationships between team members, an open mind is essential. We often see things through our own lenses, but a new perspective can bring a fresh perspective. To develop an open mind at work:

• Encourage your teams to exchange feedback among themselves
• Encourage them to learn to listen to others’ input.
• Encourage individuals and teams to use feedback to improve their processes and ideas.

6. Self-reflection: Empower others from your position of privilege

You can use your privilege as a way to empower colleagues who are underrepresented.

This can be done by highlighting the accomplishments of team members, among other things. Recommend team members who are underrepresented for projects and assignments with high visibility. It is important to maintain visible support.

Volunteer to sponsor a group of employee resource groups. Attend events sponsored by employee resource groups, whether you are the sponsor or not. It shows interest and appreciation, which can build trust.

To create an environment that is psychologically safe, you must be self-aware and willing to learn new behaviors. The trade-off is worth it and even necessary.

Resources dedicated to the team will be helpful. It helps establish behaviors that promote psychological safety. You’ll be able to retain female colleagues who are talented and deserve a seat at the table.