1️⃣ Take a hard look at the psychological profiles of your leaders
The antiquated leader model is one that rewards people who set and achieve high financial targets, regardless of the human cost. Workers will move toward and with people managers who care about them and with whom they can team effectively to achieve performance, career goals, and work/life integration. In the long run, these leaders and the tools they use (such as wellbeing platforms) will increase the competitive position of your company's workforce.
2️⃣ Create team flow for high performance and innovation
Team flow implies sharing goals and risks where everyone is working toward the same end with a shared sense of trust and ownership. Autonomy, equal participation, and collaboration lead to higher quality decisions, while getting familiar with teammates' personalities, preferences, and abilities makes the blending of egos easier. Consider using a wellbeing challenge to bring people together on the journey to span work and life integration.
3️⃣ Adopt psychological safety analytics
Employee experience metrics, surveys, and round tables can prove to be the answer to most problems related to toxic leadership and declining psychological safety. At people-first organizations, human safety, engagement, growth, and satisfaction at work can be measured in addition to financial outcomes. For example, C-Suite bonuses should be connected to the development, effective us, and sustainability of human capital, in addition to financial metrics.
Psychological safety and the critical role of leadership development
While the benefits of psychological safety are well established, a new survey suggests how leaders, by developing specific skills, can create a safer and higher-performance work environment.
Tool: Foster psychological safety
To measure a team’s level of psychological safety, Amy Edmondson of Harvard created questions to understand how strongly employees agreed or disagreed with statements.
What psychological safety looks like in a hybrid workplace
Sorting out hybrid work arrangements will require managers to rethink and expand one of the strongest proven predictors of team effectiveness: psychological safety. The problem is, as the boundary between work and life becomes increasingly blurry, managers must make staffing, scheduling, and coordination decisions that take into account employees’ personal circumstances — a categorically different domain.
