A high performing team or organisation can only occur when we cultivate both a culture of Constructive Accountability and a culture of Psychological Safety. Accountability without Psychological Safety typically results in toxic fear driven organisational culture resulting in the presence of significant psychosocial risks. Unfortunately, these types of teams and organisations, while toxic and fear driven can actually deliver high performance for a short period of time. But to reach a sustainable level of high performance we need both Psychological Safety and Constructive Accountability.
5 Things Leaders Need to Stop Saying
In the context of the 2021 World Mental Health day and the increasing importance for organisations and leaders to be leading and managing well-being in the workplace more effectively, there are a couple of statements that I hear leaders use over and over again that completely undermine all the work we are doing around mental well-being.
Understanding the best definition of Psychological Safety
There is a lot of discussion right now about 'Psychological Safety' - the latest buzz word (again). Unfortunately, there is significant misunderstanding and misinterpretation of this concept of 'Psychological Safety', which is doing more harm than good. In particular, there is a misconception that Psychological Safety means that people shouldn't be made to feel uncomfortable and shouldn't experience negative emotions. As a Psychologist having worked with individuals, teams and organisations for over 20 years, this view of psychological safety in my experience creates significantly more long term distress and negative impact for both the individuals and the organisation.
Our relationship with feedback
In this short video Greg discusses how important it is to assess our relationship with feedback i.e. our self-talk about feedback, particularly as a leader.
Unlocking Leader Impact Through Vulnerability
Greg Bayne talking about how leaders can significantly increase their impact through vulnerability.
Enabling Rapid Adaptation
An summary of the interview with Greg Bayne about the concept of Allostasis and the rapid adaptation to change.
The Feedback Fallacy
We have this faulty belief that if I provide positive feedback and encouragement I will be able to shift this person to high performance. Further, we believe that if we do need to give negative feedback, that we need to sandwich the negative feedback between two sets of positive feedback i.e. the feedback sandwich. Lastly, we believe that if we provide negative feedback that we will reduce motivation and cause poorer performance. We have got feedback completely wrong. Our beliefs couldn’t be more incorrect.
Managing an Attitude Problem
At some point in a Leader’s life they will need to manage someone with an Attitude Problem. This is can be a difficult and challenging process and many Leaders feel unskilled in how to manage this situation.
HAVE YOU BUILT THE ROOM AROUND THE ELEPHANT?
The more we accept the ‘Elephant in the Room’ the more we renovate the room around the elephant, until the elephant grows so large that the elephant is no longer able to exit the room. It is at this point that we have an ‘Elephant’ sized problem that we are unable to resolve. We need to STOP renovating around the Elephant, and instead start addressing the ‘Elephant in the Room’. We need to have the courage to speak up in a respectful but direct manner and simply make an observation of the Elephant.