Psychological safety. Amy C. Edmondson brought this concept to life by describing it in terms of a workplace where people feel safe to speak up, ask questions, admit mistakes, and offer ideas without fear of humiliation or punishment. While the term has been around for some time, my observation is that it’s currently at or near the top of the list of what people want and need.

This is a topic I was fortunate to learn more about during a recent talk with Renee Thompson, CEO and founder of the Healthy Workforce Institute. She and the Institute do great work in this space. In addition, this topic and others were discussed during my recent time at UT MD Anderson. I was left amazed by their care for patients, families, and caregivers.

In summary, a culture built on psychological safety is one where staff can speak up without fear. This includes asking questions, raising concerns, and challenging the status quo. 

Different viewpoints are appreciated. Ask, “What am I missing? If you were me, what would you do? I appreciate your advice.”

Questions are encouraged. It is not, “Do you have questions?” It is, “What questions do you have?” Anonymous surveys are good to use as trust is built. 

Mistakes are discussed and looked on as opportunities for learning. Jim Collins describes these as “autopsies without blame.”

Respect is in place. People feel heard. TriHealth calls this “Be seen and be heard.” Listen. When someone stops speaking, count to three before responding.

When psychological safety is in place, there is better teamwork, more innovation, better processes, and better outcomes. 

To be clear, psychological safety does not mean being nice all the time, lowering standards, or avoiding accountability. In fact, psychological safety and accountability go hand in hand. People feel safe to speak honestly, ask questions, admit mistakes, and receive feedback, all while expecting to be held to high standards.

One cannot assume psychological safety will just happen. Like any skill, the behaviors that create it need to be role modeled. Leaders set the tone. And a passive approach does not work. 

Do not wait. Share what psychological safety is and how the culture supports it during the interview process and while onboarding new workers. Share examples of how questions, mistakes, and challenges to the status quo help the department and the organization!

Our onboarding tool kit is proving extremely helpful to many people and organizations. We are updating it to emphasize the importance of psychological safety. We’re including examples of helpful tips leaders can share with new employees: the best ways to ask questions; to mention concerns; to suggest things they feel can be improved; to collaborate with you, their leader; and to ask how you can help them be comfortable with all of the above. 

The key is not waiting, but integrating psychological safety practices from the minute the application is completed.

Please let me know how this works for you. Watch for our rollout of the updated onboarding tool kit. 

Special thanks to Renee Thompson and my friends at UT MD Anderson. Thank you for allowing me to learn so much from you.

***

Quint Studer is the author of 16 books on leadership in the workplace and the community. His book Building a Vibrant Community is a valuable resource for civic leaders, business owners, and all citizens who have a stake in building a community they can be proud to call home. In Sundays with Quint, he shares a selection of his popular leadership columns for leaders, employees, and business owners in all industries. He can be reached at Quint@QuintStuder.com.