Summary
People tend to thrive in environments where they feel safe. Organizations often consider the physical safety of their individuals, but fewer consider the implications of intellectual and emotional safety in driving company success. I often hear, “once you’ve created psychological safety...” or “once your team trusts each other...” “take X, Y, Z steps to improve your agile process.” However, creating a psychologically safe culture isn’t as easy as just saying you want one. Leaders have the opportunity to take concrete steps to help engineer a generative culture, where team members feel safe, supported, and trusted to think creatively and innovate. Attendees will practice managing change with their peers in this interactive session. This session is targeted at managers and team leaders who want to create spaces for their teams to feel comfortable taking risks, innovating, and delivering quality work. Leaders will leave this session with five action items to create and nurture healthy working environments.
Key Takeaways:
Saying you’re generative, doesn’t make you generative. You must actively take steps with your team to create a psychologically safe culture.
When people feel they are micromanaged or overly supervised, they won’t feel inspired to try new things, share ideas, or innovate.The best leaders don’t do all the work themselves or punish those who fall short.
The best leaders help create healthy working environments where teams feel psychologically safe, supported, and trusted to get the work done.