How managers and leaders can create psychologically safe workplaces

The importance of psychological safety at work

Psychological safety is a state of working and being whereby individuals in the organisation can allow themselves to be vulnerable without the fear of punishment or penalty. Vulnerability shows itself in the sharing of ideas, opinions, and feedback as well as challenging behaviour’s, policies, and practices.

Where psychological safety exists people can open-up and show this vulnerability without fear of being ridiculed, embarrassed, marginalized, excluded, or otherwise made an example of.

When the fear is removed people feel included, safe to express themselves, to be creative, to learn and contribute, as well as challenge the status quo or ‘the way things are done around here’ (Deal & Kennedy, 2000).

Psychological safety satisfies our basic human need to feel a sense of connection with people, which allows for the kind of openness that sees increased learning and growth, because safe environments give us the space to better engage with each other, to ask questions about topics or situations that aren’t within our area of expertise or experience. It also creates a space where we can give and receive feedback in a way that calls colleagues in and nudges them in the right direction. We are able to take steps towards each other on an emotional and intellectual level – as we have faith in each other, rather than steps away because of fear of rejection it helps to foster a sense of belonging.

How managers can create environments that promote psychological safety

Managers have the opportunity to lead by example and encourage their people to follow suit. We each have the ability to create inclusive and safe environments for one another regardless of who we are and what our differences are.

As managers and leaders, when we behave in an inclusive way and create a culture that looks and feels safe and secure, it enables people to create human connections that go a long way towards rejecting unnecessary and false identities of superiority and elitism. In turn we see people’s confidence boosted, relationships thriving, resilience and wellbeing flourish and a community of happy and productive colleagues.

• Be open, be honest and be authentic – when team members feel safe at work it’s easier for them to engage in team meetings, to share ideas and problem solve, to be more objective and make better decisions.
• ‘The ways things are done around here’ – fostering an inclusive workplace culture allows people to flourish and to build not only acceptance of difference, but also interest, curiosity, and awareness.
• Support people’s wellbeing – demonstrating care for people and showing a commitment to supporting people’s health and wellbeing goes a long way. Who doesn’t want a team that has enhanced morale, loyalty, and commitment and who are innovative and productive?

How to encourage courageous conversations

Most people don’t go head on into having challenging or difficult conversations. In fact, the Chartered Management Institute found that 66% of people say the thought of having a difficult conversation makes them feel stressed or anxious, with a further 57% saying they would do anything to avoid it. Whilst this is understandable, it doesn’t make for the best working environments.

Understanding the difference between being an active bystander and a passive bystander can help to create a purpose or a sense of ‘why’.

• Why should someone challenge if they see something that isn’t quite right?
• Why should someone talk to a colleague if they see them behaving in a way that isn’t inclusive?

Passive bystander

A passive bystander does nothing. Being passive means allowing subtle acts of exclusion to exist, those moments of exclusion that says to someone that they aren’t welcome, they don’t belong, or they aren’t valued. Those acts of exclusion create cultures that halt positive steps towards psychological safety. Therefore, we need to talk to our people about the benefits of being an active bystander, whilst acknowledging the challenges that we each have as human beings.

Active bystander

An active bystander is someone who notices and event and interprets that event as a problem. Once this has happened, we need to acknowledge that someone needs to take responsibility for dealing with the action or event, as long as they feel safe to do so.

As a manager or leader, we need to equip our people with the tools to have courageous conversations with each other in order to create that space where we can give and receive feedback in a way that calls colleagues in and nudges them in the right direction.

How to challenge exclusionary behaviour

Exclusionary behaviour doesn’t necessarily mean big statements of discrimination. Quite often we are talking about those subtle acts that exclude people, sometimes known as microaggressions.

Subtle acts of exclusion are something we can all take responsibility for challenging. Challenging however in a constructive and focused way that works towards sharing knowledge and information with a colleague and therefore educating them and encouraging them to think or behave differently in the future.

A simple framework for challenging people through courageous conversations is the AID model.

• Action: When you did/said (specific example of behaviour)
• Impact: It meant that / It made me feel (impact of behaviour)
• Do: In the future, can you (suggest different way to behave)

The AID model can be used to practice a conversation with a colleague, and practice allows time for us to recognize exactly what happened and the impact it had as well as how things can be done better in the future.

It’s important to take a moment before challenging to make sure we are in the right mindset. Before entering any type of feedback situation we need to check in with ourselves and ensure we have a mindset that allows for successful courageous conversations and feedback.

Try and recognize the following:

• I’m responsible for finding the solution early.
• I lead by example.
• I know my intentions are positive.
• The other person’s behaviour is not necessarily ‘who they are’.
• I must stay objective and recognize the impact of emotions.

As managers and leaders we can support and encourage our colleagues to become active bystanders, who value the people they work with and to take the necessary steps to positively check in with each other if and when mistakes happen, adding in to a positive culture and more psychologically safe places to work.

Create psychologically safe workplaces with Inclusive Employers

We are able to offer consultancy (to both members and non-members) and our recommendations for your workplace will be hugely practical: we will give you the confidence to take action and have a lasting impact on workplace culture.

If you’re a member, take a look at our Courageous Conversations guide which aims to support you in having effective conversations when you tackle difficult topics and challenge exclusionary behaviour. If you’re not yet a member, get in touch today to see how Inclusive Employers can help.