Comment pouvez-vous vous assurer que vos employés se sentent en sécurité en partageant leurs idées?

To ensure employees feel safe sharing their ideas, cultivate a culture of psychological safety where individuals feel comfortable expressing themselves without fear of judgment or repercussion. Lead by example, demonstrating openness to feedback and acknowledging the value of diverse perspectives. Establish clear communication channels and encourage regular dialogue to foster trust and transparency. Emphasize confidentiality and assure employees that their ideas will be considered respectfully, regardless of hierarchy or position. Implement feedback mechanisms and recognize and reward innovative contributions to reinforce the importance of sharing ideas.

Members of our leadership team recently did a team building session on Learner Safety, one of the four stages of psychological safety. Having an environment where people feel safe to ask questions and share that they may not know all the answers is a critical aspect of building an environment where folks can share their ideas - bake or half-baked.

Creating a safe space for idea-sharing is like cultivating a secret garden. Start with trust by holding regular brainstorming sessions. Encourage and value everyone’s input. Set up anonymous suggestion boxes, both virtual and physical, to allow fear-free idea sharing. Maintain open communication with regular updates on implemented ideas and their impact. Celebrate and acknowledge creative contributions, no matter how small, to provide sunlight. Address dismissive behaviors swiftly to weed out negativity. This ensures a supportive environment. With these steps, your secret garden will flourish, full of innovative and fearless ideas.

It starts at the top. If senior leaders hold back their ideas and opinions, that can permeate throughout a company because people can sense when folks are holding back. If you are a senior leader, don't hold back your ideas and opinions, even if they differ from the status quo. Show people it is ok to have differing thoughts, even if it isn't ultimately what the group decides to go with. It is important that people see it is ok to diverge from the group, and the team can still work together in a productive manner.

Examples of sharing without anything bad happening, as well as focusing on the good of employee engagement and showing some vulnerability, will always improve engagement.

Provide psychological safetynet: 1. Ensure there is no retribution 2. Keep it confidential 3. If you are not the manager do not inform the manager about the conversation

Listening doesn't stop in the moment. Listening includes the actions you take beyond the moment. Actions don't necessarily mean changing what you're doing, it could mean just better communications based on feedback or what you've heard. If you ask questions, you have to be prepared to do something with the responses (or communicate if you're not)

What gets appreciated gets repeated. If you wish folks to share their ideas, express gratitude for them. This is saying thank you, following up when you've acted on them, and co-creating solutions that don't have a turnkey option.

Active listening isn't a skill that everyone readily has or uses. As a leader, if you find yourself struggling with this, a good way to practice is with family and friends. If you have children, you'll find that you probably do this with them naturally. Take those same attributes and skills and use them with other family members and friends. Then ask them for feedback. Ask them how they felt when you were listening, what your body language was and what it communicated. Then apply it at work.

Active and empathetic listening fosters trust, strengthens relationships, and encourages a culture of collaboration and innovation within the workplace. Here is what you can do to make this happen at your company: - Give your full attention to the employee when they're speaking - Maintain eye contact and avoid distractions like phones or computers. - Use phrases like "I understand how you feel" or "That must have been challenging" - Acknowledge the employee's ideas, even if you disagree with them. - Allow the employee to finish speaking without interrupting them. - Avoid leading questions that may influence the employee's response.

To make sure employees are comfortable sharing their thoughts, focus on fostering a diverse and inclusive workplace. This involves hiring people from various backgrounds and creating an environment where everyone feels they belong. Address any biases and ensure equal opportunities for all. By doing so, you encourage a culture where different ideas are valued and people feel empowered to contribute, leading to more innovation and teamwork.

Gaining diversity in perspectives is absolutely crucial to your success and when surrounded by like minded and trusted people it can create a comfortability and a confidence in them to speak up because they feel supported.

Presenting opportunities for different employees with different backgrounds to have a voice will increase learning, reduce blind spots, bring employees closer together, and improve engagement. Ensure you have an array of opportunities, don't expect all opportunities to appeal to all!

To make sure employees are comfortable sharing ideas, focus on building a workplace where everyone feels included and valued for their unique perspectives. This involves hiring a variety of people, creating an environment where everyone feels they belong, and tackling any unfair biases head-on. When employees see that their differences are celebrated and that they have equal chances to succeed and be heard, they're more likely to open up and contribute their best thoughts. This approach not only boosts innovation but also strengthens teamwork and respect among colleagues.

One of the best ways to develop creativity is to support a range of opinions. I've seen that people are more ready to give ideas and encourage richer collaboration as well as creativity when they feel valued for their distinct perspectives and included in the group.

As a leader, you must show openness and vulnerability to share your ideas and acknowledge mistakes, too. This transparency also encourages employees to share their ideas, knowing that their perspectives will be welcomed. Secondly, having an open-door policy motivates your employees to approach the management with their concerns and ideas wholeheartedly. This accessibility will help voice opinions confidently without fear.

Ask more personal questions, to understand motivations, passions, and what people are more likely to be engaged with. Keep it consistent - ensure employees answers to these questions are for them, help them understand what's in it for them, and show how sharing can make a difference.

Make your INTENTION crystal clear "Our job here is to make good decisions, and that means getting every perspective" Clarifying intentions helps people stop worrying about what you might really be thinking

As a manager, creating a safe space for your team to share ideas involves providing structure and clarity. Start with clear expectations and goals, ensuring everyone understands their role and contributions. Establish transparent processes, outlining workflows and decision-making procedures to give a clear understanding of how to navigate tasks and projects effectively. Encourage open communication by fostering an environment where team members feel comfortable expressing their thoughts and concerns without fear of judgment or reprisal. Additionally, providing constructive feedback in a supportive manner can further enhance psychological safety, focusing on improvement rather than criticism.

An atmosphere free from fear and uncertainty is created by open lines of communication and clear expectations. It becomes easier for all to feel comfortable sharing their opinions when everyone is aware of their responsibilities and the process is clear.

Try things Make failures, and celebrate Seek to fail Learn Try doing things differently just to see what its is like This is the way!

Embracing experimentation as a learning tool encourages continuous improvement. Involving the team in this process gives them ownership and builds confidence, reinforcing that taking risks and sharing ideas is both valued and essential for growth.

As a manager, lead by example, fostering trust and safety. Involve your team in decision-making, encouraging collaboration. Ask questions to understand perspectives, derive hypotheses, and run experiments, promoting risk-taking. Review results openly, emphasizing learning from successes and failures. Determine next steps collaboratively (implement, iterate, or nix), celebrating all outcomes. As a manager, you must create a safe space for employees to share ideas, encourage risk-taking, and gain insights from these experiences. This will cultivate a culture where employees feel valued, respected, and safe to share ideas without fear of negative consequences.

It's also helpful to include your employees within the process of experimentation and iteration as much as possible. This gives them a sense of ownership and makes them feel like they're contributing to real change within the organization. Not only will they feel more motivated to keep sharing ideas, but their confidence will improve, which will translate to better performance and collaboration.

Experimenting, for colleagues, can be a bit scary on occasions and requires careful management. I regularly engage with my colleagues about the investment of our learning coming in part, from what we haven't got right. I recommend having a metaphorical 'no rug' policy - this way nothing gets brushed underneath, trampled down and forgotten. Rather we learn equally from experiments both successful and not.

When you look at engagement survey data, when you have low psychological safety and low recognition scores, you often see low innovation too. And it makes sense! Who would share their ideas if they didn’t feel they are valued, appreciated, and desired? Sometimes it’s not that people don’t feel safe in the extreme sense; it’s that it’s just too darn deflating to keep making suggestions only to be told that your voice, level or role doesn’t matter!

If employees are reluctant or have stopped sharing their ideas, then your managers may have done something in the past that may have put them off. This includes, but not limited to: 1. Involving employees in sham participation such as letting employees “have their say” in a predetermined decision. This immediately undermines their trust. 2. Rewarding only the best ideas. 3. Managers who have a habit to dominate every conversation. Recent studies have shown that employees are more comfortable sharing their ideas with introverted leaders since they are often more receptive to input. 4. Managers or leaders who took credit for themselves for a success based on ideas shared by employees.

I had a boss who said "it's ok for us to make mistakes" And then, he would throw his toys out of the cot when someone ELSE (not me) made a mistake Even though he said he would embrace MY mistakes, the way he reacted to OTHERS mistakes, showed me that I was not safe.

What's most important is fostering a culture and environment where people believe they are free to speak up, to make suggestions and to challenge ideas constructively. It's no good just telling people this though, if what they see and experience day-to-day is different. Leaders at all levels can play a big part in the example they set at a business and local team level - through effective two-way communication, asking for questions and inviting ideas. Beyond this, make sure you tell employees about changes made or ideas implemented as a result of employees' suggestions - this is a brilliant and authentic way to build confidence for others to come forward with ideas.

This goes beyond engagement, but at the minimum, companies will not achieve true engagement unless individuals feel they can bring their authentic self to work. Leaders need to model the right behaviors and demonstrate that it’s okay to have interests, passions, responsibilities outside of the office. Allow for time and space for those things in the work setting, and engagement will flourish.