The SAFE FOR SUCCESS PROJECT
In an 1 hr-1,5 hrs interview, we are asking leaders and followers to reflect on the concept of psychological safety in teams as the foundation for learning, performance and innovation. We are working with partner experts in different countries to gather global input.
We use the "SAFE" leadership elements to structure the discussion and test a prototype for a new book. This time we want leaders & followers to write and edit with us: feedforward AND feedback.
In 2016 we decided to write a book about the art of giving & receiving feedback in high-performance teams: Feedback First: Boosting Organisational Performance through CLEAR+CALM Communication.
The results have been great with endorsements from Seth Godin and Manfred Kets de Vries and international awards for best business book.
However, after feedback from readers, clients and reflection we realise we skipped a step. To build a feedback culture, we need to provide better support to leaders before giving workshops to their teams.
In our first book, we did introduce four necessary "SAFE" elements leaders must take to create safety and trusting relationships in their team, but it was an afterthought, not a starting point.
By writing a second book we hope to close the feedback loop!
We use the "SAFE" leadership elements to structure the discussion and test a prototype for a new book. This time we want leaders & followers to write and edit with us: feedforward AND feedback.
In 2016 we decided to write a book about the art of giving & receiving feedback in high-performance teams: Feedback First: Boosting Organisational Performance through CLEAR+CALM Communication.
The results have been great with endorsements from Seth Godin and Manfred Kets de Vries and international awards for best business book.
However, after feedback from readers, clients and reflection we realise we skipped a step. To build a feedback culture, we need to provide better support to leaders before giving workshops to their teams.
In our first book, we did introduce four necessary "SAFE" elements leaders must take to create safety and trusting relationships in their team, but it was an afterthought, not a starting point.
By writing a second book we hope to close the feedback loop!
SAFE FOR SUCCESS ELEMENTS
Setting Boundaries
Leaders set expectations about direction and behaviour, allowing followers the freedom to focus.
Clarity comes from knowing what needs to be done (direction & goals), why it is important to do (purpose), who is doing what (roles) and how we do it (operational)
Leaders hold themselves and their team accountable for living up to expectations and staying within the boundaries.
Lack of direction and norms can create a sense of insecurity, overload and stress. Dealing with unproductive behaviours later takes far more time and energy than setting them correctly from the start.
Clarity comes from knowing what needs to be done (direction & goals), why it is important to do (purpose), who is doing what (roles) and how we do it (operational)
Leaders hold themselves and their team accountable for living up to expectations and staying within the boundaries.
Lack of direction and norms can create a sense of insecurity, overload and stress. Dealing with unproductive behaviours later takes far more time and energy than setting them correctly from the start.
Activating Behaviour
Leaders understand that, both by design and by default, they’re always leading by example.
A leader’s most powerful instrument of communication is his own behaviour: walking, not talking. It builds respect with followers who closely watch – and mirror – every move.
It's difficult to resent managers who roll up their sleeves and make the same sacrifices as their team.
Not leading by example – saying one thing and doing another– is one of the simplest and most rapid ways to lose respect and trust.
A leader’s most powerful instrument of communication is his own behaviour: walking, not talking. It builds respect with followers who closely watch – and mirror – every move.
It's difficult to resent managers who roll up their sleeves and make the same sacrifices as their team.
Not leading by example – saying one thing and doing another– is one of the simplest and most rapid ways to lose respect and trust.
Failing Forward
There is nothing more disarming than when leaders allow team members to see their ‘not so perfect’ side. By showing vulnerability, the leader reminds us that we are all human and we all make mistakes; it makes us feel closer and safer.
By openly declaring that mistakes are learning opportunities followers feel safe to open up without risking punishment or criticism.
When leaders admit that they don’t know something, their humility shows that nobody has to worry about being seen as ignorant or incompetent.
Unfortunately, many leaders think that admitting to mistakes and showing vulnerability makes them look unprofessional and weak.
By openly declaring that mistakes are learning opportunities followers feel safe to open up without risking punishment or criticism.
When leaders admit that they don’t know something, their humility shows that nobody has to worry about being seen as ignorant or incompetent.
Unfortunately, many leaders think that admitting to mistakes and showing vulnerability makes them look unprofessional and weak.
Empowering Teams
Empowering leaders delegate authority to teams, promote autonomous decision making, share information and ask for input.
Empowerment boosts initiative, accountability and trust, as opposed to simple – mindless– execution of orders.
The role of the leader becomes that of a coach: motivating, developing, supporting and creating the broader environment for top performance.
A leadership style based on command-and-control and micromanaging ultimately will lead to fear, stress and burn-out.
Empowerment boosts initiative, accountability and trust, as opposed to simple – mindless– execution of orders.
The role of the leader becomes that of a coach: motivating, developing, supporting and creating the broader environment for top performance.
A leadership style based on command-and-control and micromanaging ultimately will lead to fear, stress and burn-out.
SAFE TEAMS IN ACTION
- Interdependent: Team members depend on each other to solve complex problems and perform with success.
- Diverse: Team members come from different expertise areas, cultures, ranks, ages and gender.
- Innovation focused: Risk taking, experimentation and learning from mistakes are key to get better
- Agile: Teams use a “trial and error” mode, improving every version of the product and/or service.
- Knowledge work: Teams rely on knowledge to do their job.
- Teaming: Teams are rapidly formed around projects and tasks.
- Shared leadership: Functional team leadership is shared and rotates depending on the expertise needed. Leading becomes a team activity.
We're the team that cares about your safety! |
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