Psychological safety is an environment of rewarded vulnerability. As the pandemic continues, the demand for psychological safety increases. Interest in the concept is giving way to demand for the condition. Employees now see psychological safety as a term of employment.
Specifically, three forces are exploding the demand for psychological safety:
The pandemic is forcing an unprecedented level of self-disclosure, causing our personal and professional lives to bleed into each other.
Many people are choosing autonomy and contribution over status and position. They want a career web, not a career ladder. They want mobility, not just upward mobility, in which lateral moves are just as rewarding and celebrated as vertical moves.
Much of the world is experiencing a mental and emotional health crisis. As we come to acknowledge safety as a holistic concept that includes both physical and psychosocial risk factors, organizations must become more deliberate in creating an environment of psychological safety.
Lead as if you have no power. We are being asked to lead in increasingly-dynamic environments. Those who chase innovation will lead as if they have no power. Otherwise, your competitive advantage will expire faster than your adaptive capacity can keep pace.
Today, teams are built differently. Remote work has changed the way we interact and connect with our colleagues. While team-building activities and personal moments can easily slip through the cracks of your living room couch, valuable connection isn’t off the table. With intentional effort, your remote team can feel just as connected as an in-office team. Here are some LeaderFactor tried-and-true methods of remote connection:
Imposter syndrome. The all-too-common feeling of inadequacy that makes you doubt your successes and achievements. It occurs outside of the comfort zone and triggers a fear of exclusion that motivates you to work harder than necessary to prove your worth.