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High Performance via Psychological Safety

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Is your culture dominated by fear, blame and other toxic behaviors? Are people protecting themselves rather than pulling together, obsessing over customers and helping your organization succeed? If so, you may have a lack of psychological safety. When it's present, individuals feel safe being vulnerable, safe taking risks, safe making mistakes and safe handling conflict. Long-term high performance depends on psychological safety. It leads to greater transparency, closer relationships, better collaboration and better outcomes. As leaders, it's our duty to develop, model and foster psychological safety. In this interactive workshop by Joshua Kerievsky and Heidi Helfand, you'll develop skills for growing psychological safety in yourself, your teams and your organization.

Published in: Business
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High Performance via Psychological Safety

  1. 1. @JoshuaKerievsky High Performance via Psychological Safety @HeidiHelfand

  2. 2. High Performance Psychological Safety
  3. 3. “The leader’s job is to drive out fear.” W. Edwards Deming Author, Out of the Crisis
  4. 4. “No one can put in their best performance unless they feel secure.” W. Edwards Deming Author, Out of the Crisis
  5. 5. Secure derives from Se meaning “without” and cure meaning 
 “fear or care.” W. Edwards Deming Author, Out of the Crisis
  6. 6. What People Say When They Don’t Feel Safe W. Edwards Deming Author, Out of the Crisis
  7. 7. ”If I did what is best for the company, long term, I’d have to shut down production for a while for repairs and overhaul. My daily report on production would take a nosedive, and I’d be out of a job.” W. Edwards Deming Author, Out of the Crisis
  8. 8. ”I’d like to understand better the reasons for some of the company’s procedures, but I don’t dare to ask about them.” W. Edwards Deming Author, Out of the Crisis
  9. 9. ”I’m afraid I may not always have an answer when my boss asks something.” W. Edwards Deming Author, Out of the Crisis
  10. 10. “Psychological safety is a shared belief that the team is safe for interpersonal risk taking.” Amy Edmondson Author of Teaming
  11. 11. Psychological safety exists when you’re not afraid to… Ask Questions Raise ProblemsMake Mistakes Be Yourself Take Risks Disagree @HeidiHelfand 
@JoshuaKerievsky …respecting a code of conduct.
  12. 12. “Authoritarian behavior reduces psychological safety. This hinders the ability for the team member to contribute everything they can to the collective effort.” Amy Edmondson Author of Teaming
  13. 13. What shapes our willingness to speak up? Amy Edmondson Author of Teaming Fear of being seen as… Ignorant Incompetent Negative Disruptive
  14. 14. If I ask questions or seek info they’ll think I’m ignorant.
  15. 15. If I admit mistakes or ask for help, they’ll think I’m incompetent.
  16. 16. If I critique others they’ll think I’m overly negative or hard to work with.
  17. 17. If I disrupt people or waste their time they’ll think I’m intrusive 
 or not self-sufficient.
  18. 18. Have you changed your behavior
 to avoid being seen as ignorant, incompetent, negative or disruptive?
  19. 19. CEO Employee
  20. 20. CEO Employee She’s Clueless About Investors & Workplace Design
  21. 21. Yells & Curses at Employee CEO Employee
  22. 22. Feels Attacked CEO Employee
  23. 23. He’s Disrespectful CEO Employee
  24. 24. #!@* Him! Ignore Him! CEO Employee
  25. 25. She Defied Me! CEO Employee
  26. 26. She’s Rebellious! CEO Employee
  27. 27. Demands Return of Blocks CEO Employee
  28. 28. Observed Request from CEO CEO Employee
  29. 29. He’s Unreasonable! CEO Employee
  30. 30. Talks to Manager CEO Employee
  31. 31. Manager talks
 to CEO CEO Employee
  32. 32. CEO Employee Cycle of Mistrust
  33. 33. Negative Assumption Self- protective behavior Observed aggressive behavior Cycle of Mistrust Negative Assumption Observed aggressive behavior Self- protective behavior Adapted from Driving Fear Out of the Workplace One Person Another Person
  34. 34. Cycle of Mistrust CriticismContempt DefensivenessStonewalling DR. JOHN GOTTMAN The Four Horsemen
  35. 35. -What’s your “go to?” -What shows up on your team? Criticism, Contempt, Defensiveness, Stonewalling
  36. 36. 2 Weeks
  37. 37. My house is in Architectural Digest magazine!
  38. 38. I couldn’t sleep for many nights after you got so angry at me.
  39. 39. I was worried what the investors would think.
  40. 40. I was trying to make a new employee super happy.
  41. 41. “The health of an organization is measured by the lag time between when you feel it and discuss it.” Joseph Grenny Co-Author, Crucial Conversations
  42. 42. What’s Your MTTCR?
  43. 43. How could the manager coach the employee to repair this conflict?
  44. 44. C.O.I.N. A tool for increasing positivity during conflict. by CRR (Center for Right Relationship) Global
  45. 45. Context Observation Impact Next Time
  46. 46. Context: We were outside the building. Observation: I was bringing in the cinder blocks. You shouted at me and dropped F-Bombs. Impact: My heart was pounding, and I was afraid. Next Time: Next time I would appreciate it if we could talk about this without shouting or swear words.
  47. 47. Empathy Triangle My View Their View Relationship View Adapted from “3rd Entity” by CRR Global
  48. 48. Be Caring, Curious & Nonjudgmental Avoid Dominating or Interrupting Review/Repeat People’s Points Encourage Everyone
 to Contribute Listen to One Another Psychologically Safe Meetings Adapted from Smarter Faster Better by Charles Duhigg
  49. 49. • Individual / Pair / Group • Lean Coffee • Brainstorm with Stickies or Index Cards • Set-based design Encourage Everyone
 to Contribute
  50. 50. Carl Rogers & Richard E. Farson Authors of Active Listening The only way to show that you respect someone is by having and actually demonstrating respect for them. Listening does this most effectively. Review/Repeat People’s Points Listen to One Another
  51. 51. Levels of Listening Adapted from Coaches Training Institute • Level 1: Focused on yourself. • Level 2: Focused on the other person. • Level 3: Focused on body language & environment.
  52. 52. • Have a facilitator present to structure the conversation. • Give feedback privately to the person dominating or interrupting. Avoid Dominating or Interrupting
  53. 53. “I’m curious. Why do you think that?” Paul Tevis Principal Agile Coach, AppFolio Be Caring, Curious & Nonjudgmental
  54. 54. Don’t Rush Through The Groan Zone by Sam Kaner, author of Facilitator’s Guide to Participatory Decision Making
  55. 55. “Intelligent teams are able to stay with conflict and other difficult emotions, thus creating a safe team.”
  56. 56. https://rework.withgoogle.com/blog/five-keys-to-a- successful-google-team/
  57. 57. Some of Our Influences
  58. 58. ModernAgile.org

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