Comment pouvez-vous renforcer la sécurité psychologique pour surmonter le syndrome de l’imposteur ?

Some 20 years ago someone told me to create a "Kudos" folder in my outlook. Everytime someone sent me a "job well done" or a "Thank you for being there" or a "I could not have done it without you" I would save that email in my Kudos folder. After 20 plus years that folder is packed with lives I have touched. Any time I start to question myself I have to remember, I am MORE than what I was back then, not less. It's a lot easier to believe in others faith in you than it is in to believe in yourself.

One thing that I found helpful is just culture environment. To create just culture environment, organizations can ensure personal factor is removed from any incident and blame and shame of doing something wrong creates an opportunity to improve systems and processes. Human being is the outcome of error learning evolution and it is highly possible to make an error if the systems and processes are not designed error proof.

Creating psychological safety in others necessitates trust. Transparency enables trust. Genuine connection occurs when people remain true to their real selves, invest more time in asking questions during interactions and intently listening to learn more about the other person. Achieving this involves releasing the desire for perfection and embracing authenticity.

To be able to learn to be patient. And also to be competent, confident and concise. I will will also learn to be committed in working hand in hand with my colleagues or counterpart in discharging my duties. I will also learn to be able to ask or seek for good guidance when ever i am getting compuse.

Psychological safety is a result. Many leaders I’ve discussed teaching psychological safety training to are baffled: “can’t you just teach team members to create psychosocially safe spaces for their colleagues?” The short answer is, no. The more detailed answer is tethered to the grand mistakes encouraging everyone to just “feel free to share” create (which are usually the opposite of psychological safety). As a result of inclusive and equitable spaces, psychological safety means individuals feel a deep sense of belonging where they can be their whole selves. In order to retain those psychologically safe spaces, individuals must practice flexibility of thought and in return offering understanding of other opinions.

Psychological safety is a feeling experienced in an environment where we can empower ourselves. And the team's culture has to be such that the feeling is pervasive and initially begins with the founder(s). To create an environment that enables team members to empower themselves, I’ve honed in on three critical components or elements: 1) Space, 2) Tools, and 3) Candid feedback Space includes both physical and emotional space. Tools include systems and processes. Candid feedback includes both receiving and giving feedback that is actionable, aims to assist the recipient, and is specific.

A common pathway that I have been following is this: Curiosity & Interest -> Questioning -> Intentional listening -> Understanding -> Connectedness -> Safety The foundation of psychological safety stems from how much one takes curiosity and genuine interest in their team members, ask questions, and listen while suspending judgements. This will enable team members to speak up and realize that the team holds a safe space.

Focus on 4 kinds of safe environments: • Incursion safety • Learning Safety • Contributor safety • Challenger safety Some starting points: 1. Set the scene 2. Lead the way 3. Take baby steps 4. Share positive examples 5. Be a watchdog

One way to build psychological safety with your team is to lead with humility. As a leader, you don't need to know everything or have all the answers. One way to build trust is by admitting when you don't have the answer and you're willing to seek information from your team and others. This builds psychological safety because your team sees you as a human. If a leader always appears to have every answer and the ability to solve every problem, it may unintentionally send the message that the leader expects the same from the team. The leader sets the tone, so leading with humility and acknowledging when they don't have the answers provides space for building trust, and ultimately psychological safety.

Reminder: “Open and honest” doesn’t mean “anything goes”! Here’s a rule I like to follow when people are sharing ideas and providing feedback. Before speaking, ask yourself: “Is true? Is it kind? Does it need to be said?” Louise Penny, Canadian author.

Ways to benefit from the almighty imposter syndrome with psychological safety: 1. Acknowledge self-doubt openly and seek team support. 2. Seek feedback from trusted colleagues to counteract negative self-perceptions. 3. Take on challenges with team support developing capabilities. 4. Voice ideas without fear, building self-confidence. 5. Learn from mistakes with team understanding. 6. Mentor new members, reinforcing abilities. 7. Volunteer for presentations, developing confidence. 8. Celebrate accomplishments, building collective confidence. 9. Focus on contributing value and defining success on your own terms.

Para manter a segurança psicológica na equipe: 1) Priorize a empatia 2) Encoraje a autenticidade 3) Ouça atentamente 4) Crie momentos de descontração

Reconocer que este síndrome puede afectar a cualquiera es el primer paso para superarlo. Comunicarse abiertamente con colegas y superiores, buscar apoyo y una evaluación constructiva, así como enfocarse en los éxitos pasados y habilidades propias, ayudan a contrarrestar este sentimiento.