1.
The role of
Psychological Safety &
Mission Critical Behaviours
for organizational success

2.
Growth almost always
comes at the expense of
speed, innovation,
efficiency, and ultimately
sleep quality for CEOs

3.
Humans have
their limitations

4.
Identity craving
herd animal
Acts to safeguard role in group

5.
Identity craving
herd animal
Acts to safeguard role in group

6.
Identity craving
herd animal
Acts to safeguard role in group

7.
Unique insights Restricted to “titles"
VS

8.
100 terraflops 100 terraflops
Speech ~ 36 bit/s
We transfer information
through all our senses,
but not very efficient
And the transfer loss is
replaced in by our mirror
neurons (worry, stress, etc)

9.
100 terraflops X cubits
Speech ~ 36 bit/s

10.
Ever changing
problem solver
Identity craving
herd animal
Acts to safeguard role in group Acts to safeguard role in group
How do we evolve?

11.
Psychological Safety
“Psychological Safety” is a term that has increased in
focus over the last two decades within the research field
of organizational behaviour.
The term psychological safety was coined by Harvard
Business School professor Amy Edmondson. She defines it
as “a shared belief that the team is safe for interpersonal
risk-taking.” Establishing a climate of psychological safety
allows space for people to speak up and share their ideas.
The Canucci team extended its advisory board to a
discussion with Amy Edmondson during the course of the
the Forward Together initiative to include her professional
expertise and input in the analysis and summaries.
The right screenshot of a recent article by Amy is clickable.

12.
Psychological Safety
In businesses large and small; in government agencies,
schools, and hospitals; in for-profits and nonprofits, and in
any country in the world, most people are spending time
and energy covering up their weaknesses, managing
other people’s impressions of them, showing themselves
to their best advantage, playing politics, hiding their
inadequacies, hiding their uncertainties, hiding their
limitations. Hiding.
It’s the single most significant loss of resources that
organizations suffer every day. Is anything more valuable to
a company than the way its people spend their energies?
The total cost of this waste is simple to state and
staggering to contemplate: it prevents organizations, and
the people who work in them, from reaching their full
potential.
Increases in profitability, improved employee retention,
greater speed to promotability, greater frankness in
communication, better error detection in operational and
strategic design, more effective delegation and enhanced
accountability.”
Alongside Amy, her colleague Robert Keegan is one of the
foremost leader on organizational behaviour in the world.
He states that psychological safety is the single most
significant value contributor for organizations.
“In an ordinary organization, most people are doing a
second job no one is paying them for.

13.
Psychological
safety
correlates with
clarity/bullshit
Katarina Gospic, hjärnforskare

14.
Adult development
& mental complexity

15.
The investment perspective
Chamath Palihapitiya, David Sacks, David Friedberg, Peter Thiel, Andreseen Horowitz, Gil Pencina, etc

16.
Success in the
future will depend
on efficiency and
the ability to
change
Increases the chance for success by
creating efficient growth and long
term value.

17.
Long term value creation
Efficient growth
When companies function near their full potential,
when leadership, processes, responsibilities and
decisions are optimized and clear, when every
resource is used best and make possible an
exponentially higher change pace.
When the leadership, resources in a company,
employees, infrastructure and assets,
continuously are developed and changed, as a
natural part of the company’s efficient growth.

18.
Change starts with an idea. Which changes things. It
needs prioritization to be realised. And hard work.
But it does not stop there. To realise the true potential
of an idea, a variety of things need to work together,
individually and as a whole.
For an organization to function efficiently and
smoothly, where people can grow, a variety of things
need to work together.
Change across
6 key areas

19.
Organizational success and change is directly related to understanding how these areas relate to efficient growth and
long term value creation, and a high level of organisational maturity within, and between, these areas:
01/ Leadership
Founders // CEO // Management group // Board
02/ Organisation (a direct result of leadership)
Organisational development // Organisational psychology // individual development // recruitment
03/ Business strategy
Value proposition & Business model// sales strategy // target audiences // partners
04/ Brand strength
Value creation // Packaging // Design // Messaging //
Activation // PR
05/ Product & Services
User experience // Customer problem // Product
development // Business focus // Technology
06/ Technical infrastructure
Architecture // Scalability // Speed // Longevity
WHEN THESE AREAS ARE HEALTHY AND FUNCTION AT A HIGH LEVEL, THE COMPANY HAS THE CAPACITY TO
GROW EFFICIENTLY, REACH ITS GOALS AND OUTPERFORM ITS COMPETITION

20.
a) Leadership
i) Leaders that can lead (delegate, deliver, coach, clarify responsibilities and accountability)
ii) Leaders with the ability to change and adapt (high complexity of mental development)*
b) Organisation
i) Structured to mirror the organization’s business strategy
(clear responsibilities, accountabilities, deliverables)
c) Culture
i) Organisational psychological safety
- Energy spent on responsibility, not on politics
- No fear to ask questions, or for help, in order to fulfil responsibilities
An organization’s ability to change (innovation
capacity) and pace of change (innovation speed)
is a direct result of

21.
Prioritize. Dare to say no. Help
each other to say no.
Allows me to prioritize, creates comfort,
and allows me to reach results.
Alignment between my own
goals and job deliverables
1
Check in. Check out.
Make sure that you are good.
Trust others to say what they feel. Don’t project.
Taking responsibility
for relations. Not feelings.
2
Say no to things
4
When unsure. Ask for clarification or help.
Help others ask for help. Share feelings
Ask for help and help each other.
Express emotions.
5
Make time in your calendar between meetings, for
contemplation, focus and rest.
Value yourself
and your own time.
3
Every action or meeting must have a responsible person.
That person is responsible for making sure everyone knows
what needs to be done, and the expectations.
Responsibility and
clarification of purpose
6
Important areas for psychological safety and efficiency

22.
What are
Mission
Critical
Behaviours
?
Key behaviours in a group or organization
Behaviours that I personally can use every day, that
contribute to us
1. Reaching our goals faster
2. Wasting less energy along the way
(= green house gases & climate change)
Behaviours that we strive to adhere to everyday
That we can help each other stick to, value, repeat,
and uphold.

23.
Individual
behaviours that I
can take
responsibility for
doing myself, and
help others practice.
Not group
behaviours.

24.
Behaviours that we strive to adhere to
everyday. That may feel “silly”.

25.
Otherwise the cheese won’t caramelise!
If you sell toasted cheese in
your café you cut your bread
<1/2”
1

26.
“I’ve worked in restaurants a long time!
Are you telling me how to cut bread?”
Otherwise the cheese won’t caramelise!
If you sell toasted cheese in
your café you cut your bread
<1/2”
1

27.
A us-vs-them setup will decrease the odds of a sale.
In customer meetings, think about
how you sit around the table.
2

28.
A us-vs-them setup will decrease the odds of a sale.
In customer meetings, think about
how you sit around the table.
2
“I’ve been a consultant for a long time.
I know how to sit around a table!”

29.
Faster decisions when everyone are mentally
present. Fewer meetings and faster results.
Block time before and after
meeting to prepare and process.
3

30.
Faster decisions when everyone are mentally
present. Fewer meetings and faster results.
Block time before and after
meeting to prepare and process.
3
“I don’t have time for that. I am important.
I might not be able to do my job if I don’t
say yes to all meeting requests.”

31.
03. Daily tools
Tools - things to practice
Simple things that everyone can use everyday
to practice said behaviour.
01. Behavior
Short description of the
behavior
04. Things to avoid
Stuff we try to avoid
Things we can help each other be on the
lookout for, that have a negative impact..
02. Anti behavior
The antithesis of the
behavior in question
To make things more tangible, we also describe
what the opposite behavior is.
Each of the mission critical
behaviours is presented with
four different dimensions,
both descriptive and tangible.
The 4
descriptors
for mission
critical
behaviours

32.
03. Daily tools
• Ask: How can we do this better?
• How is done by the best in the world?
• Look at others. Get inspiration.
• Call someone external and ask
• Ask your colleagues
• Suggest crazy bold ideas
01. Behavior
There must be a better way
04. Things to avoid
• Applying old recipes to new problems.
• Not daring to ask - fear of getting a no
• Keeping quiet to not seem stupid
• Believing anything is similar to the past
• Limiting your ambition
• Limiting your goals to your department
02. Anti behavior
That cannot be done /
I know how this is done
I have done this before so I will do the exact
same thing again. Not listening to others who
might add new perspectives and improve.
An example
of a mission
critical
behaviour.

33.
04. Daily tools
• When booking a meeting, book time for prep
and post processing.
• When inviting, book longer than you need, but
don’t use all the time.
01. Behavior
Always block time before
and after meetings.
So that I can prepare, process and act on what
was discussed and decided.
04. Things to avoid
• Booking back to back meetings
02. Anti behavior
Have back to back
meetings
I’m so busy, I’m in meetings all day. Not 100%
focused. Working on other things in the
meetings.
An
example
of using
the format
03. Example of how this makes us better
• Much quicker to decisions and actions when
everyone are prepared, focused and have
time to process afterwards.
• Fewer meetings
• Quicker to finish tasks and solving problems

34.
Long term value creation
Efficient growth
When companies function near their full potential,
when leadership, processes, responsibilities and
decisions are optimized and clear, when every
resource is used best and make possible an
exponentially higher change pace.
When the leadership, resources in a company,
employees, infrastructure and assets,
continuously are developed and changed, as a
natural part of the company’s efficient growth.
Mission Critical Behaviours helps the
organization with

35.
Utilize energy better
Reaching her/his full potential
When people function near their full potential,
they are happier, healthier, less worried or
stressed, feel better, are able to act faster, and
deliver more.
They spend energy on things they personally
grow from, where their own goals and the goals of
the organization are in alignment.
Energy is spent more on forward momentum and
sustainable value creation. Less on acting to
mitigate fear or worries.
Mission Critical Behaviours helps the
individual to

36.
Exactly the way they were created
You do not have to be something for someone else
Or try to live up to what you believe your parents would approve of
Your VALUE does NOT come from what you DO
Because everyone has the right to exist
in this universe, and on this planet.

37.
Mission critical behaviours helps
establish psychological safety.
Less feeling of stress & worry.
Safe to ask for help. Ok to fail.
It’s becomes
easier to trust each other
1
Less on politics.
Less on seeking affirmation.
Less on building your individual brand.
More energy spent on doing
what you want.
2
By knowing your role, and what you need to focus
on - you can grow in the areas you want to.
More personal growth.
3

38.
Mission Critical Behaviours
that exist in other organizations.

39.
FC Barcelona
Triangle passing;
I always move, always pass

40.
Zappos
I help even when it “isn’t
my job”
(because it adds tangible
value to our company
culture and brand)

41.
SpaceX
The ASS rule
Acronyms seriously
sucks
(because not everyone
understands, and are
often to afraid to look
dumb by asking)

42.
Tesla
If you feel you’re not
adding value to a
meeting, leave.

43.
Navy Seals
Believe in the mission
(Making sure I, and
everyone else, truly
understands the mission)

44.
01. Behavior
Focus on the created value
of an activity.
So that we can prioritize, make decisions and
move faster towards value creation.
02. Anti behavior
The activity is perceived as
a goal in itself.
We had a meeting. Great. Well done.
We had an event. Great. Well done.
01. Behavior
Seek feedback early and
often.
Don’t waste unnecessary time just because it’s
uncomfortable to get feedback.
02. Anti behavior
Make it perfect before you
show it to people.
I need another week.
01. Behavior
Clarify your own role in
activities
Make sure you know your own role in meetings
or activities, and what you are expected to
contribute with.
02. Anti behavior
Join activities because they
seem fun.
This seems fun. I want to be part of this.
A close look at three (3) behaviours

45.
04. Daily tools
• Write down what value we intend to create.
And for whom. In a short text.
• Write what we want people to think, say, feel
and do, as a result of this activity.
• Use that text in every project document.
• Start and end every meeting with repeating
the goal - what value are we set on creating.
• When planning activities, make time to
discuss if the activity is really needed or if we
can reach the goal without it.
01. Behavior
Focus on the created value
of an activity.
So that we can prioritize, make decisions and
move faster towards value creation.
05. Things to avoid
• Starting activities without defining in writing
what value we intend to create, and for whom.
• Having meetings without repeating it.
• Using fluffy generalisations or complex
language when defining the value.
02. Anti behavior
The activity is perceived as
a goal in itself.
We had a meeting. Great. Well done.
We had an event. Great. Well done.
01
03. Example of how this makes us better
• We specify what value we create, so that we
can understand why we exist, tell our partners
and financiers about it.
• Everyone has an easier time to understand
their role and potential action.
• Quicker to finish tasks and solving problems
• We can prioritize much easier.

46.
04. Daily tools
• Explain why you are doing the activity before
asking for feedback (the value, for whom).
• Show already when you have a rough draft
bullet list or synopsis.
• Practice receiving feedback, and giving it.
• Seek feedback in IRL sessions
• Start feedback with “I feel” or “In my opinion”
• Help each other remember that feedback on
work has nothing to do with you as a person.
• Check in after a feedback session
01. Behavior
Seek feedback early and
often.
Don’t waste unnecessary time just because it’s
uncomfortable to get feedback.
05. Things to avoid
• Ask for feedback via email
• Give feedback as if it was the truth (“this is…”)
• Misinterpret feedback as personal critique
02. Anti behavior
Make it perfect before you
show it to people.
I need another week.
02
03. Example of how this makes us better
• If we can test ideas early and get feedback we
can adjust our direction early. This helps us
spend our energy more efficiently.
• Practicing receiving feedback frequently
makes it easier and becomes natural.
• We avoid double work or conflicts.
• Natural knowledge sharing.

47.
04. Daily tools
• Discuss with the responsible party what is
expected from you.
• Clarify your role and deliverables.
• If you don’t have a clear role or exceptions,
suggest that you might be superfluous.
• Trust others that they can do the job without
you.
• Help clarify goals, plans and agendas. Or
request them.
01. Behavior
Clarify your own role in
activities
Make sure you know your own role in meetings
or activities, and what you are expected to
contribute with.
05. Things to avoid
• Join meetings or activities without knowing
what’s expected from you.
• Call meetings or start activities, without
clarifying what’s expected from the
participants.
• Join meetings just to listen or feel in the loop
(this can be achieved by 1-1 meetings
instead)
• Avoid standing meetings without goal &
agenda.
02. Anti behavior
Join activities because they
seem fun.
This seems fun. I want to be part of this.
03
03. Example of how this makes us better
• If everyone has a clear role and responsibility
the meeting or activity will be faster and more
efficient.
• We will also avoid feeling uncertain or
stressed because we don’t know what our role
is.

48.
“On any team, in any organization, all
responsibility for success and failure
rests with the leader. The leader must
own everything in his or her world.
There is no one else to blame.”