The Importance of Building Trust and Psychological Safety at Work
Join us on this journey as we uncover what we believe to be the secret to successful leadership, a place where vulnerability meets values, trust inspires connection, and authenticity is not merely a choice but a necessity.
Sections
- The Importance of Psychological Safety
- Authentic Leadership & Being Yourself
- Building Trust
- Training and Incentivizing Leaders
Introduction
In today’s fast-paced, ever-changing business environment, leaders are facing unprecedented challenges that require not only strategic thinking but also a profound understanding of human psychology. Through my work in change management, it has become increasingly clear that success demands more than just a solid plan and execution. While traditional approaches to organizational change often emphasize process and strategy, there is a growing recognition by many in the industry that connecting with people on a deeper level, understanding what motivates and frightens them, and having open and compassionate conversations are crucial to success.
This linkage between change management and mental health has never been more relevant or essential. This shift from focusing solely on procedural elements to embracing the human aspects—the emotional, psychological, and social—is not merely a trend; it’s a paradigm shift that has profoundly transformed the way I manage change both personally and professionally.
The purpose of this article is to shed light on this new paradigm of leadership, one that integrates mental health concepts, theories, and initiatives into change management strategies. Drawing on insights from change managers and human resources (HR) professionals, psychotherapists, and professional coaches, we aim to inspire and empower leaders to create a workplace culture that emphasizes mental well-being, embraces authenticity, and promotes continuous learning.
Whether you’re managing a small team or leading a multinational corporation, the insights in this article offer a fresh perspective on change management, one that acknowledges the complex emotional landscape within which change occurs.
In the following sections, we’ll delve into the aspects of leadership that are vital for success in today’s dynamic environment. We’ll explore the importance of psychological safety, the value of being yourself as a leader, the practical application of mental health techniques in managing change, and much more.
Join us on this journey as we uncover what we believe to be the secret to successful leadership, a place where vulnerability meets values, trust inspires connection, and authenticity is not merely a choice but a necessity.
The Importance of Psychological Safety
In an environment where change is constant and often overwhelming, the concept of psychological safety has risen to prominence. But what does it mean in the workplace, and why does it matter?
According to Jack Skerry, an HR professional at Moosehead Brewery, psychological safety is more than just a program—it’s a culture. “It’s about recognizing and embracing the different ways to share perspectives, allowing people the time to digest the information they receive, showing appreciation, open discourse, being clear and transparent about information and managing expectations,”
The emphasis on psychological safety extends beyond the corporate world. Meredith Richmond, a psychotherapist and Regional Lead for the National Managers’ Community, points to transparency, empathy, and a deep and unabiding care for individuals as key factors in building psychological safety. “Start with transparency,” she advises, adding that recognizing people’s feelings and sitting with discomfort is vital in nurturing trust.
Symbols, rituals, and stories play a crucial role in anchoring this idea within an organization. From incorporating safety moments in meetings to sharing stories that bring these concepts to life, organizations must be intentional in fostering a culture where employees feel secure.
But why is psychological safety so critical? The answer lies in its profound impact on how individuals navigate change. By ensuring an environment where people feel safe to express concerns, ask questions, and openly discuss challenges, leaders can create a space where change is not feared but embraced.
However, instilling psychological safety isn’t always easy. The obstacles often include:
Traditional Hierarchical Structures
The way power dynamics play out in traditional corporate hierarchies can severely impede the development of psychological safety. Employees often fear speaking out or showing vulnerability due to concerns about how superiors may react. This stifles open communication, creativity, and trust within teams, hindering the creation of a psychologically safe environment. This phenomenon which is often referred to as the “frozen middle” exemplifies how traditional hierarchical structures can stifle innovation and diversity, leading to a rigid and fearful corporate culture.
Competitive Environment
Many corporate cultures emphasize competition, both between employees and between different parts of the organization. This can lead to a fear of failure and a reluctance to take necessary risks, share new ideas, or admit to mistakes. When success is narrowly defined, and failure is not seen as an opportunity for growth, the environment can become hostile, inhibiting the development of psychological safety.
Lack of Emotional Intelligence Training
Emotional intelligence is key to understanding and responding to the emotional needs and concerns of team members. However, it is often overlooked in leadership training and development. Without these skills, leaders may struggle to create an empathetic environment where employees feel understood, valued, and safe. David Marquet demonstrates, in book “Greatness,” the power of emotionally intelligent leadership in fostering an environment where team members feel empowered and valued.
Short-Term Goal Orientation
A strong focus on short-term goals and financial performance can create a pressure-filled environment where long-term well-being and team cohesion are neglected. This intense focus on immediate results can discourage the open dialogue and experimentation needed to foster psychological safety.
Lack of Measurement
This ethos of safety should not be limited to words but must be tracked and assessed routinely to ensure that psychological safety is not just a buzzword but a tangible practice.
Authentic Leadership & Being Yourself
In an era of constant change, authenticity and human connection have emerged as crucial aspects of leadership. But what about the way people are leading today needs to change? To quote Brené Brown, “We need braver, compassionate leaders and more courageous cultures.”
Dana Mandowsky, a certified professional and personal leadership coach, encourages leaders to bridge the gap between corporate expectations and personal authenticity. Her approach focuses on the whole person and is centered around three key elements:
Empowerment
Mandowsky believes in equipping leaders of all levels in an organization with the confidence, skills, and authority to take control of their own work and make decisions. This empowerment promotes a sense of ownership and self-motivation, creating leaders who are more engaged and proactive.
Wellbeing
Recognizing that the health and happiness of leaders are vital to their effectiveness, Mandowsky emphasizes mental and physical wellness as a cornerstone of her coaching. Her approach includes strategies to balance work and personal life, reduce stress, and foster a culture of support and empathy.
Humanness
This element underscores the importance of authenticity, empathy, and compassion in leadership. Mandowsky’s approach encourages leaders to be true to themselves and to connect with others on a human level. By valuing and nurturing the human aspects of leadership, such as emotional intelligence and ethical considerations, leaders can build more meaningful relationships and create an environment of trust and collaboration.
Mandowsky has not only seen her clients achieve higher levels of success in their work and careers, with promotions, better relationships, and higher performance among the outcomes; her clients also experience an improvement in their overall health and personal lives. We can have both, not just one or the other.
These elements are key to success in today’s professional landscape. Being yourself is the secret to becoming a better leader. Let’s face it, it’s far too taxing to be two different people. Being authentic generates more success than any corporate persona ever could. Consider Beyoncé, a global superstar who infuses her work with the fun and passion that she herself experiences. If she can stay true to herself while being at the top of her game, why can’t business leaders do the same?
Several years ago, while attending the Leadership Development Program at a former employer, I had the opportunity to participate in a 360-degree survey. This encompassed feedback from a wide range of perspectives, including my manager and peers. The results were both shocking and enlightening. In short, I received feedback from numerous sources, urging me to be less “formal” and to “be yourself.” Thankfully, I took that feedback to heart and made a concerted effort to change how I presented myself at work. I started taking myself less seriously, and in the process, I realized two very important things. First, this version of myself, which more closely aligned with my true, authentic self, was not only easier but also less stressful to maintain on a day-to-day basis. Second, and most importantly, I began to genuinely enjoy working with my colleagues, and it appears that they felt the same way. This revelation came early in my career, and I attribute a significant part of the success I was able to achieve to my decision to shed my corporate persona and embrace my authentic self in the workplace.
In the words of Oscar Wilde, “be yourself; everyone else is already taken.” Embracing this truth will allow leaders to unleash their unique potential and navigate the path of leadership with integrity, compassion, and courage.
Building Trust
“Psychological safety means that team members feel safe to take risks and be vulnerable in front of each other,” states Amy Edmonson. Jack Skerry emphasizes psychological safety in his work, explaining that trust is an essential component of any successful relationship, be it personal or professional. In the context of change management, trust takes on a critical role as it lays the foundation for open communication, collaboration, and the willingness to embrace change. But how can leaders foster trust within their teams and organizations?
Skerry shares a simple yet profound framework for trust, which he refers to as the ABCDs. This acronym stands for:
Ability
This refers to the competence and skills that team members have, and the leader’s confidence in those abilities. Leaders must ensure that team members are well-equipped with the necessary resources and training to carry out their responsibilities. Acknowledging and leveraging individual strengths builds confidence and trust within the team.
Believability
Honesty and integrity are at the core of believability. Leaders who communicate transparently and keep their promises create a culture where trust can thrive. Being open about intentions and aligning words with actions fosters a sense of reliability and genuineness.
Connectedness
Building relationships and connections within the team is vital for trust. Connectedness is about empathy, understanding, and emotional intelligence. Leaders who actively engage with their team members and show genuine interest in their well-being cultivate an environment where trust can flourish.
Dependability
This involves consistency and reliability in actions. Dependability means that team members know what to expect and can rely on their leaders to be there for them, follow through on commitments, and maintain consistent standards.
Together, these ABCDs form a comprehensive framework for building and maintaining trust. By focusing on Ability, Believability, Connectedness, and Dependability, leaders can create a psychologically safe environment where team members feel valued, respected, and empowered to contribute to the change process.
By integrating these principles into their leadership approach, organizational leaders can create a solid foundation for managing change effectively. Whether navigating minor adjustments or significant organizational overhauls, the trust engendered by the ABCDs offers a path towards success that acknowledges the human element at the core of any change initiative.
Training and Incentivizing Leaders
How do we incentivize leaders to foster psychological safety consistently? The journey to creating a psychologically safe environment begins with a leader’s personal development. Drawing insights from David Marquet’s “Turn the Ship Around!,” leaders must cultivate skills like vulnerability and trust, moving beyond the traditional command-and-control model to one that empowers and values every team member. They must also embrace challenges with honesty and integrity, reflecting Skerry’s view of trust as a mutual aspect, competence, believability, connectedness, and dependability.
In “Teaming to Innovate,” Dr. Amy Edmondson emphasizes the importance of failure as a learning opportunity. Leaders should encourage an environment where mistakes are not just tolerated but seen as valuable lessons. This approach requires a significant cultural shift, rewarding empathy, transparency, and authenticity rather than punishing failure.
Incentivizing leaders, therefore, is about more than mere rewards or punishments. It’s about creating environments that prioritize mental health and recognize barriers to psychological safety. It’s about reshaping organizational culture to focus on leadership skills that promote connectedness, empathy, and a willingness to take risks. By aligning incentives with these values, organizations can foster a culture that encourages innovation, collaboration, and overall well-being.
Conclusion
As the lines between personal and professional lives continue to blur, the integration of mental health concepts into change management has become vital. Leaders must embrace authenticity, vulnerability, and courage, recognizing that our ability to navigate change is intricately connected to our mental health.
It’s time to recognize that almost everything will work again if unplugged for a minute, including ourselves. By instilling psychological safety, fostering compassionate leadership, and honoring human values, we can all find success and fulfillment in our professional lives.
After all, if Beyoncé can have fun at work and be at the top of her game, why can’t we all?