Building Psychological Safety in Hybrid Teams

It is no secret that businesses are always striving to find new ways to increase their productivity, growth and innovation. It is also no secret that the highest levels of productivity, growth and innovation happen in teams that are cognitively diverse, motivated and feel psychologically safe.

Psychological safety is understood as the shared belief that the team environment is a safe place for interpersonal risk taking. In other words, when we feel comfortable asking for help, sharing suggestions, making mistakes and challenging the status quo without fear of being punished, ridiculed or humiliated. This makes psychological safety a vital ingredient for innovation, unlocking the benefits of diversity and adapting to change.

In a recent LinkedIn Live session I sat down with Csaba Toth, Executive Coach, Author and Founder of ICQ Global, and Dr. Sandra Upton, Chief DEI Strategist at Upton Consulting Group, Author and Cultural Intelligence thought-leader to unpack the topic of psychological safety in more detail.

Understanding Psychological Safety

In simple terms, psychological safety can be understood trust in a team/group setting. However, it is important to go beyond its textbook definition and appreciate not only what psychological safety is, but also what it is not.

One of the things psychological safety is not, is comfort. It is important to distinguish the difference between 'safety' and 'comfort'. While there might be a fine line between the two, the outcomes are vastly different. Safety does not mean excessive niceties or absence of conflict. On the contrary, it champions the notion that constructive conflict is not only acceptable but also vital for growth, provided it is managed effectively.

Equally, psychological safety is not and should not become a marketing tool. When we reduce an important concept to a mere buzzword or promotional tool, we dilute the impact of it to a point where it is no longer able to serve us on our quest for higher innovation, growth and other business success factors.

How to know whether your team feels psychologically safe?

Determining whether your team feels psychologically safe is paramount, yet it remains a elusive concept without tangible indicators. Concepts like employee engagement, inclusion, belonging and psychological safety swiftly transform abstract ideas if leaders lack the tools and skill to measure and enhance them within their teams and organisations. Mere discussion of these topics falls short of delivering the promised benefits they entail.

While stories are important, their potency amplifies when supported by empirical data. Continuous assessment and measurement of psychological safety are crucial, coupled with environments for meaningful dialogues with teams to dissect the findings. The absence of such exchanges (and conflict) can create a false illusion of harmony, often serving as the initial red flag signalling the lack of psychological safety within your business. Sadly, as found in recent white paper "Unlocking Success in the Hybrid Work Environment" that I compiled with colleagues at Oxyzn , only 30% of organisations surveyed revealed they collected data on their employee engagement, none reported measuring their psychological safety

All that to say, comprehending the essence of psychological safety forms the cornerstone for assessing its state within your team or organisation. Only through a clear understanding can we lay the groundwork for evaluating and nurturing psychological safety effectively.

The most common challenges leaders face when establishing psychological safety and skills necessary to overcome them

The primary challenges leaders encounter in establishing psychological safety have been reiterated throughout this article. One of the initial hurdles lies in the failure to grasp and embrace psychological safety beyond its rudimentary definition.

Additionally, operationalising psychological safety implies the necessity of a distinct skillset to unlock its potential. Consequently, organisations must evaluate their approach to developing not only individuals holding specific status or job titles, but also the entirety of their workforce. This entails acknowledging the imperative of extending leadership development efforts beyond emerging leaders, especially given the projected talent shortage of 85 million by 2030, a mere six years away. An alarming statistic highlighted in a recent LinkedIn post underscores this urgency: according to Harvard Business Review, less than 10% of individuals aged 55 and above are undergoing any form of leadership development. This discrepancy raises a significant alarm, considering these individuals typically possess another decade of professional service before retirement.

Finally, beyond possessing relevant knowledge and skills, operationalising psychological safety demands a courage deeply rooted in Cultural Intelligence. In today's dynamic landscape, where challenging the status quo and embracing risk are becoming increasingly common, individuals are actively engaged in self-development and may possess certain skills that surpass those of their leaders. Furthermore, organisations that adopt more progressive leadership practices may find essential elements such as psychological safety being overly overdone or even weaponised.

Navigating this terrain calls for a confident and adept leader capable of effectively addressing pushbacks and inquiries. To delve deeper into the essential skills of Cultural Intelligence, tune in to episode 1 of Impactful Leader or explore further in this article.

In conclusion

In conclusion, it's vital to recognise that the creation of a psychologically safe work environment isn't solely the burden of organisations and their leaders. It's a collaborative effort, a two-way street that requires everyone's commitment to introspection. Each individual must evaluate how they contribute to the workplace dynamic, fulfil their commitments and foster an environment where leaders can effectively guide their hybrid teams. Only through this mutual dedication can we collectively cultivate a culture of psychological safety, fostering growth, innovation and success for all.

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