A climate of psychological safety is where it is safe to be vulnerable, speak
up about issues that bother us, challenge a leader or strategy without fear of
retribution, and ask for help when needed. Creating such a climate is one of a
leader's most important responsibilities—and often one of the most neglected!
My guess is that everyone reading this can remember times in their
career when they said or expressed something that a leader did not welcome. Many
leaders' defensiveness makes candid conversation around essential issues
unsafe. The net result is that staff cannot express themselves with candor, and
the organization leaves great potential on the table.
It takes healthy emotional intelligence to permit, welcome, and invite
open dialogue about issues that impact the organization. This only happens when
there is a culture that embraces this. I call this a culture of robust
dialogue, where any issue can be discussed with the exception of a hidden
agenda or personal attack.
The senior leader is responsible for creating such a culture, which is then followed by
other leaders throughout the organization. If I ask staff in any organization
if there are subjects, topics, or areas where they know they cannot speak freely,
and they say yes, they are acknowledging that there is not adequate
psychological safety in the organization. And that goes to senior leaders and
the culture they create. Healthy leaders insist on an open culture where it is
safe to speak candidly. It is the only way to a healthy culture. If it is not
safe to speak up, the culture is unhealthy!
Here is the thing. Organizations that ask the best questions become the
best organizations. No organization gets better without the probing questions
of good people who want the best for the organization. Yet, in many instances,
the pride of the group or the leader shuts down the questions because they are
irritating. Great questions are a means of getting to the truth and better
practices.
Good questions should not be seen as threats but as a means of honing
strategies, practices, and assumptions that may need reconsidering. This does
not mean the current practices are ineffective, but that there may be more effective
ways. You get there with questions. Good questions are disruptive to the
organization in a significant way. Your culture will either celebrate great
questions or shut them down. The result will either be a better organization or
one that resists actual progress. Proud organizations and leaders with egos
resist good questions and those who challenge the status quo. Humble
organizations and humble leaders welcome them because it is not about them but
the mission.