As promised last week when we paid homage to the people who fight the good fight, this week we’re launching our Interviews with Superheroes (aka Human Debt Fighters) series. We all learn so much easier from storytelling that these voices of people who are living the talk are essential now more than ever.
In this first instalment, James Simon – a Renaissance man, a consummate professional who remains so passionate he is not only a driven and immensely sharp strategist, but a true humanist at heart. Some people jumped on the humans-have-feelings-at-work-too bandwagon because it was trendy or everyone else was doing it. Not James, he already had a strong suspicion it has never been about anything other than people and when he discovered the practical side of it – the way to affect and measure true change for the better- he had become unflinchingly militant about its importance. As ever we can only reiterate we feel a world of gratitude to the Superheroes who are in a position of doing the same, it’s the lifeline of any enterprise – having enough people who care with their hearts in the right place.
The interview is full of genuine pearls such as when James candidly says “I read more and more about Psychological Safety and when I understood it, I started to see how fundamentally different work could be if this were in place”.
For the avoidance of all doubt, while James works for Amazon who were lucky enough to get him in the midst of the GreatResignation, he is also not in any capacity speaking for the company he is with when he gives us this interview and we have known James from well before his current position and most of what we learned together about the people-work needed to diminish the HumanDebt has transpired in his last job. That said, the principles of Amazon have always absolutely fascinated me. If you’ve never read them do so now and maybe post them internally or pass them around, most are sheer gold.
https://www.amazon.jobs/en/principles
But the best of them, the one that most speaks to me is “Disagree and commit”.
It says: ”Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.”
What a beautifully crafted piece of text and not only because it’s smart enough to be compassionate and admiring towards leaders- and that tone holds for all other principles as well and it sounds respectful and understanding of how it can feel uncomfortable or tiring to do the right thing- but because it encompasses the essence of psychological safety in teams. Courage. The importance of standing by one’s word. The need for what they call “backbone”. The idea that “social cohesion” aka agreement for the sake of peace and to the detriment of the work or the wellbeing of the team’s bravery and ability to fail to learn, should be unacceptable to the owner/leader. The need to bring their whole self to the table every time.
That’s when it comes to the why. The how is beautiful as well. Should one have clearly expressed disagreement with courage, once the majority commits to a path they need to decide the time for disagreeing has ceased and it is now time for the team to act as one, row in one direction only and show extreme cohesion and togetherness!
Little else better encompasses the spirit of a team – bring your voice along, have the safety to disagree and battle, then shake hands on a course of action and make it happen as a team with glee. What more could we ever hope for to run fast and make magic as a team?
These principles are arguably borderline too daring. Too courageous. Too demanding of people. They are honest, unequivocal and underline what is expected with beautiful clarity. But of course, in a world where not even Manifesto-level principles are upheld the question remains on how these have become an ingrained habit, whether they are measured and if indeed they work as hoped for.
James touches on this leadership principle as well as tells us what he has seen in his years of corporate battle – where the HumanDebt lies, what could be done, what he felt, how come he accepted his Superhero cape and how that felt.
Do not miss listening to him, his is a voice you’ll hear a lot over the next few years if he keeps remaining obstinately obsessed with betterment and improvement and remains committed to the human work starting with Psychological Safety.
Next week you’ll hear from another human work Superhero and we’ll try to bring you more as we go as they have so much wisdom they amassed meanwhile if you would like to see one of your leaders on this series feel free to email us or drop me a direct message here telling us (even anonymously) whom you would like to hear speak on the topic of the human work in your enterprise.
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The 3 “commandments of Psychological Safety” to build high performing teams are: Understand, Measure and Improve
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
To order the “People Before Tech: The Importance of Psychological Safety and Teamwork in the Digital Age” book go to this Amazon link