"Over the past three decades, a wealth of research has shown that psychological safety-the perception that it is safe to speak up and take risks without fear of embarrassment, rejection, or retribution-is one of the most consistent and important predictors of leadership competence and team effectiveness. As one of us (Amy Edmondson) has illustrated in The Fearless Organization, when team members trust that their voice will be heard and valued, they are more willing to take the kinds of interpersonal risks that innovation requires."
"Leaders who foster safety tend to do several things. First, they model curiosity and openness, asking questions, inviting ideas, and showing genuine interest in different perspectives. Second, they are also good at sanctioning bad behaviors, making it clear for everyone that dismissiveness, ridicule, or hostility have no place in the team. Third, they tend to build trust by admitting their own fallibility."
Psychological safety is a strong predictor of leadership competence and team effectiveness. Trust that one’s voice will be heard increases willingness to take interpersonal risks essential for innovation. Innovation commonly emerges from frontline employees testing ideas, sharing half-formed thoughts, and pointing out problems. Absence of psychological safety leads teams to choose caution over candor and conformity over creativity. Leaders have an outsized role because manager behavior sets norms for what is acceptable, expected, rewarded, and sanctioned. Effective leaders model curiosity and openness, sanction dismissiveness or hostility, and build trust by admitting their own fallibility.
Read at Fast Company
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