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in the future - u will be able to do some more stuff here,,,!! like pat catgirl- i mean um yeah... for now u can only see others's posts :c
Psychological safety is the foundation of high-performing teams.
That is no surprise. But how can we practically increase psychological safety in our organizations?
The 4 Stages of Psychological Safety offers a clear, progressive framework to guide this effort. When teams progress through these stages, they become more resilient, innovative, and united in achieving their goals. By creating an environment where individuals feel included, supported in their learning, empowered to contribute, and safe to challenge the status quo, teams can unlock their full potential.
Leaders, here are practical examples for each stage to help you build and strengthen psychological safety within your organization:
1. Inclusion Safety
▶ Ask twice as much as you tell.
▶ Learn peoples' names and how to pronounce them.
▶ Avoid comparisons and competitions.
▶ Express gratitude and appreciation.
▶ Conduct frequent, brief touchpoints.
2. Learner Safety
▶ Share what you're learning.
▶ Control non-verbal cues.
▶ Admit your ignorance and say "I don't know."
▶ Share past mistakes.
▶ Provide unwavering support through the low points.
3. Contributor Safety
▶ Recognize accomplishment.
▶ Let them do it their way.
▶ Identify stall points.
▶ Create conditions for peak engagement.
▶ Avoid shutdown statements.
4. Challenger Safety
▶ Encourage team members to come with half-baked questions and raggedy solutions.
▶ Mandate a no-interruption rule in group discussions.
▶ Weigh in last.
▶ Identify and avoid defensive routines.
▶ Protect your team from groupthink.
How will you increase psychological safety in your organization this week?
#psychologicalsafety #inclusion #learning #autonomy #statusquo #LeaderFactor
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Fear is the silent killer of innovation in organizations. When employees feel judged or punished for mistakes, they stop sharing ideas, disengage, and ultimately leave. A study from the Harvard Business Review found turnover rates in fear-based workplaces to be 25–30% higher than in environments that foster trust and safety. Innovation thrives only where employees feel secure enough to take risks and challenge the status quo.
In this free guide, we explore the real impact of fear on creativity, collaboration, and organizational health. Drawing on research and practical examples, we’ll uncover why fear holds teams back and how leaders can replace it with a culture of trust, psychological safety, and meaningful innovation.
Download the guide here: www.leaderfactor.com/resources/fear-vs-innovation-…
Watch the episode here: https://youtu.be/u8hXlhjlc4M
#innovation #fear #psychologicalsafety
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What do you do with toxic leaders in an organization? Coach those who lack the skill. Remove those who lack the will.
Some leaders harm their team through skills-gap negligence. Others exhibit blatant, active toxicity. Regardless, they are creating fear in your organization.
At an individual level, fear paralyzes performance, craters morale, and destroys confidence. At an organizational level, it kills innovation, breaks trust, and breeds silence. You can't afford to have pervasive fear become the cultural norm.
So, how do you know which kind of leader you're dealing with? 🔑 Here are some key identifying behaviors.
Actively toxic leaders will exhibit behaviors like:
▶ Denial
▶ Blame
▶ Excuse
▶ Volatility
▶ Abuse
▶ Force
▶ Deception
▶ Bullying
▶ Inducing Fear
▶ Hoarding Power
▶ Manipulation
▶ Coercion
Passively complicit leaders are often:
▶ Aloof
▶ Passive
▶ Absent
▶ Unaware
▶ Permissive
▶ Indirect
▶ Uncertain
▶ Scared
▶ Deflective
▶ Allergic to Accountability
▶ Siloed
▶ Idle
Can you see the difference? Some toxic behaviors are obvious and overt, other behaviors are microscopic and practically undetectable.
Actively toxic leaders should be managing resources, not leading people. Better yet, they should be let go entirely.
On the other hand, passively complicit leaders who exhibit skills-gap negligence on their teams can be coached into success. They have a skill problem, not a will problem.
Teams and organizations don’t outperform their leaders, they reflect them. If you wait too long to intervene, major cultural damage will permeate your organization.
#toxicleadership #leadership #coaching #activetoxicity
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The effectiveness of a team isn’t about its demographics but the quality of its interactions.
In 2012, Google's Project Aristotle revealed psychological safety as the key to high-performing teams. However, the research didn’t outline how leaders can cultivate that safety.
In his book, Timothy R. Clark presents the 4 Stages of Psychological Safety framework, highlighting four key interaction patterns found in psychologically safe teams:
1. Inclusion Safety: Team members connect and belong.
2. Learner Safety: They embrace mistakes and learning.
3. Contributor Safety: Autonomy and accountability are present.
4. Challenger Safety: Teams innovate through breakthrough thinking.
How do we foster these interactions? By modeling and rewarding vulnerability.
When you eliminate fear and create an environment where vulnerability is encouraged, your team will surpass expectations.
Be sure to check out our podcast episode about Project Aristotle by clicking on the link below!
https://youtu.be/xLsOjAsUbZo?si=sLWZm...
#ProjectAristotle #teamcomposition #interactionpatterns #vulnerability #companyculture
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Accountability is being answerable for one's performance. It is one of the most critical factors in driving performance and success within an organization. It shows up in three distinct levels, each requiring different degrees of autonomy, responsibility, and ownership. Understanding these levels helps leaders and teams foster a culture of accountability, which ultimately leads to higher organizational effectiveness.
▶ Task Accountability: At the most fundamental level, accountability starts with being responsible for individual tasks. These are singular, simple actions that need to be completed to standard and on time. Just like mowing the lawn, it’s about focusing on specific duties and executing them consistently.
▶ Process Accountability: Once there is a proven track record of completing tasks, accountability shifts to overseeing a series of tasks or a project. This level involves managing the process, ensuring that every step is completed efficiently and effectively. It’s like tending the entire yard—mowing, trimming, pruning, and ensuring the overall upkeep of the landscape.
▶ Outcome Accountability: The highest level of accountability is about taking full ownership of the results and consequences of your actions. It requires critical thinking, problem-solving, and the ability to take initiative. When you reach this level, it’s like managing the entire yard on your own—if something breaks, you fix it, and if the lawn needs care, you take action without being asked.
As teams develop their ability to take ownership at each level of accountability, overall performance and effectiveness improve. By understanding where your team members are currently operating, you can support their growth toward greater autonomy and responsibility, ultimately fostering a more engaged and high-performing workforce.
How are you helping your team move toward outcome-level accountability?
Watch the podcast episode here: https://youtu.be/jMBu1jgo8vE?si=rwkAo...
#psychologicalsafety #accountability #performance #autonomy #LeaderFactor
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Think of psychological safety as the collective emotional intelligence of a group.
Have you ever seen a team full of individuals with low EQ who maintain high psychological safety? Probably not.
👤 EQ: Improves your individual ability to interact effectively.
👥 Psychological Safety: Improves your team's ability to interact effectively.
Let's start with EQ:
We improve our emotional intelligence when we learn to interact more effectively. This includes improving our perception, our intent, and our skills in our interactions. The goal is to improve our delivery system to become more effective.
But what about psychological safety?
We increase the levels of psychological safety on our team when we increase the instances of rewarded vulnerability in our interactions. The goal is to increase inclusion, learning, contribution, and candor within our team.
Recognizing that psychological safety is the collective EQ of a group has been a crucial “aha moment” for many of our L&D and HR clients. Can you see how the two work together?
⭐ Building individual self and social awareness helps a team identify acts of vulnerability as they interact.
⭐ Monitoring and improving self and social regard motivates teams to validate their colleagues' unique workplace vulnerabilities.
⭐ Improving the skills that team members have to interact effectively gives them better tools to reward the vulnerabilities of others.
This relationship between emotional intelligence and psychological safety is the anatomy of culture in an organization. Both should be at the foundation of all development efforts.
An organization that cannot recognize the relationship between psychological safety and emotional intelligence will struggle to (1) Gather cultural data that can be used tactically, (2) target the root cause of cultural distress, and (3) program meaningful, effective intervention.
#psychologicalsafety #emotionalintelligence #workplaceculture #LeaderFactor
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How do you build the perfect team?
In 2012, Google launched a research initiative called Project Aristotle to answer this. The company sought to understand the dynamics of team performance and identify the key factors that lead to success.
Google analyzed more than 180 teams across its organization, including teams of engineers, salespeople, and cross-functional groups. Teams varied widely in their work styles, personalities, and goals. More than 250 variables were analyzed, from individual skills and team diversity to leadership structures and decision-making processes.
However, after years of research, Google uncovered an unexpected finding: there was no single demographic or characteristic that predicted or informed team performance. In fact, the chemical makeup of the team mattered very little. It was their interactions and behavior that made all the difference.
At the conclusion of the study, Google found that all high-performing teams shared two general behaviors:
(1) “Equality in conversation turn-taking.”
(2) “High average social sensitivity.”
Do these findings surprise you? Why or why not? Let us know in the comments.
#psychologicalsafety #4stages #projectaristotle #teamcomposition
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By recognizing these misconceptions, you can more effectively promote psychological safety and its importance within your organization.
Do you agree with these misconceptions? Which one stands out to you the most?
Tune into the podcast episode here: https://youtu.be/2cr1E4neXGI
#psychologicalsafety #4stages #hrtraining
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Are you emotionally advanced beyond needing to hear yourself talk?
Take a look at this week's short learning burst.
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A leader is the # 1 factor in determining organizational success. This channel is dedicated to sharing HR and L&D best practices as leaders plan, program, sequence their change management initiatives. We believe that real change happens at the behavioral level. Here, you'll discover practical frameworks, tools, and insights to build a healthy culture that lasts.