At PeopleNotTech we make software that measures and improves Psychological Safety in teams. If you care about it- talk to us about a demo at contact@peoplenottech.com
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Yesterday we talked about the importance of Psychological Safety as a retention mechanism in particular now that the #GreatResignation is still underway.
In today’s video, as usual, a couple of tips directly to Superheroes trying to bring change to their organisations.
If you’re HR or leadership and have access to the actual strategy documents outlining what the big theme priorities are for next year get a hold of them and analyse them with a critical eye:
- Are they all actionable or are some just big and trendy words? e.g. “Improve our culture” is unactionable – “Dissect what aspects of our culture are not serving our desired outcomes and devise programmes to correct those behaviours” – actionable;
- Are they practically the same general, big-ticket items of years past? “Focus on D&I”; “Increase engagement”; “Create an employer brand to support talent attraction”; “Reduce turnover”; etc? Do they sound the same? Do they feel no more examined or thought-out and operationalised?
- Are they responding to the new realities of work from hybrid/remote or could they have been written in 2018?
- Is there a true focus on mental health/wellbeing/self-care/etc? What about teams? Is the word used throughout?
- Do the leadership development programs focus on replacing “command and control” with “servant leadership”? What are the success criteria of those?
- Are they based on the same surveys that have created the survey fatigue and the lack of interest or are they spelling out new ways to gather true and regular feedback?
- Are any of them around increasing people’s EQs at all levels?
- Are some of the goals to rethink autonomy and empowerment within the teams and to question work processes from hierarchies to silos and to mandatory processes in light of newly empowered teams?
- Do they spell out the need for the human work and clarify it is expected and desirable /aka is there a communication plan around organisation permission for the people-work?
- If you think of the HumanDebt™ – are they making a dent in it? Is the overall people strategy of 2022 something that you can point to as the biggest step you could have taken to transform into a people-at-the-centre organisation that stands a chance to win in the years to come?
Last but not least – this is how you’ll know if your enterprise is doing enough or not – Is there a stated (and actionable) goal to measure and increase the Psychological Safety of teams? Because in the absence of this basic element that achieves the most in terms of each and every one of the desiderata above you can be sure none of it is serious.
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This Thursday on the Fundamentals of Psychological Safety Series: What Psychological Safety is NOT so subscribe so you have it in your inbox.
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The 3 “commandments of Psychological Safety” to build high performing teams are: Understand, Measure and Improve
Read more about our Team Dashboard that measures and improves Psychological Safety at www.peoplenottech.com or reach out at contact@peoplenottech.com and let’s help your teams become Psychologically Safe, healthy, happy and highly performant.
To order the “People Before Tech: The Importance of Psychological Safety and Teamwork in the Digital Age” book go to this Amazon link