How can you create a safe workspace to experiment?

“No one likes a know-it-all,” as the saying goes, and being around someone who believes they know everything may be aggravating. When the know-it-all is your employer, however, they’re more terrifying than bothersome. Leaders who believe they know everything scare individuals into keeping their ideas and opinions to themselves. As a result, a supervisor who freely admits that they don’t have all the facts or all the ideas is an important component of a courageous workplace. This shows that they’re willing to learn from others and listen to what they have to say.

Anne Mulcahy, the former chairwoman and CEO of Xerox, was known as the “Master of I Don’t Know” because she was so comfortable admitting she didn’t know the answers. This provided Xerox employees the confidence to fully engage in addressing the company’s issues, and Xerox was able to emerge from bankruptcy under Mulcahy’s leadership.

Even when the manager recognizes they need assistance, getting employees to contribute their thoughts and ideas isn’t as easy as simply asking them. Leaders should ask questions in a way that demonstrates genuine interest in what others have to say to inspire involvement. This can be accomplished by asking thought-provoking questions rather than questions with merely “yes” or “no” answers, which encourage individuals to reflect and think creatively.

Knowing that different situations necessitate different types of inquiries is part of the art of questioning. If you want to learn more about a topic, ask them what they think is missing or allow people with various viewpoints to speak up. If you want to obtain a better understanding, ask others to explain why they think the way they do or to give instances.

Another option for leaders to foster a culture of involvement is to build mechanisms dedicated to information sharing. Regular workshops, focus groups, or meetings can be used. When the food business Groupe Danone began organizing conferences to foster information exchange between divisions, management saw that individuals were not only coming up with new ideas, but they were also becoming more comfortable standing up and asking for assistance.

When people begin to act and provide input, the feedback they receive is critical to their psychological well-being. Consider a class of five-year-olds who are learning about shapes. When their instructor asks if anyone can name the shape on the chalkboard, if a youngster incorrectly names the shape, he is immediately and sternly expelled. Do you think that child will give it another shot? Most likely not.

Similarly, if leaders do not respond to input in a timely manner, employees may become disheartened. Showing gratitude is an excellent place to start. Speaking up or taking action takes courage, so thanking individuals for their efforts first, whether the outcome is good or terrible, helps maintain a sense of psychological safety.

Consider a nurse who is unsure whether or not a doctor is providing the proper therapy to a patient. Because he’s heard the doctor respond badly to queries from other coworkers, the nurse is hesitant to speak up. The nurse would feel more confident and continue to share his opinions if he said something despite his doubts and the doctor thanked him for his contribution before going on to explain her decision.

In the same way that input necessitates a correct reaction, failure necessitates a correct answer. However, it’s vital to remember that failure can take many forms, and there are numerous ways to respond to each one.

When someone fail because they tried something new and didn’t receive the desired outcomes, they should be encouraged, and their mistakes should be addressed and learned from. Eli Lilly, a pharmaceutical corporation, even throws parties to commemorate and share failed studies. This may seem severe, but establishing the idea that failure is a good thing ensures that people don’t spend time and money on useless experiments.

On the other side, there are avoidable failures, and learning from them entails attempting to avoid them in the future. This can be accomplished through training or the implementation of new systems. If, on the other hand, the failure occurs as a result of a violation of established protocols or a disregard for business principles and boundaries, the appropriate response should be a reasonable sanction, suspension, or, if required, termination. Employees’ psychological safety is increased when they know they will always receive fair feedback and punishments from their superiors.

What would you do if you had a day to govern the world? If you were in charge, you undoubtedly have a lot of fantastic ideas for how to improve things, but you can’t envision making a difference in the real world since you don’t have enough power. This vexing sensation might also be felt at work. The good news is that, even if you’re not the boss, there are tiny things you can do to assist create a less scary workplace.

For one thing, you can show your coworkers that you’re interested in what they have to say and gradually establish safe areas for them to express themselves. Make a habit of asking them for their opinions and expertise on a frequent basis; this works especially well when you ask specific inquiries to specific people. Give the baton to someone else the next time you stand up in a meeting by asking them what they think.

Now, if no one is listening, sharing an idea or expressing an opinion is pointless. So, whether or not you’re the one asking the questions, another way you may contribute to psychological safety is to actively listen to individuals. Listen attentively and respectfully when your coworkers speak up, even if you don’t always agree with them. This demonstrates interest and gratitude for their efforts, as well as providing comments and expanding on their ideas.

Finally, you may boost your work environment’s sense of safety and support by allowing yourself to ask for help when you need it and letting others know that you’re willing to assist them. “I need help,” “I don’t know,” “I made a mistake,” “What obstacles are you facing?” and “What can I do to aid you?” are some phrases to start using.

People will ultimately start sharing ideas and becoming bold enough to fulfill their full potential once they learn that others around them are vulnerable and that aid is always available. Today, success at work entails the ability to take chances and engage in conversations that lead to innovation, but this is impossible to achieve when people are feeling unsupported and fearful. When leaders and coworkers start welcoming other perspectives to the table and encouraging people to learn from their mistakes, the result is a workplace where people and ideas thrive.

As a result, play to win. We play it safe a lot of the time and avoid being vocal or attempting new things because we don’t want to fail or be judged severely. This approach is referred described as “playing not to lose,” and it is the reason we miss out on possibilities. Begin to develop a play-to-win mindset by focusing on what you stand to gain rather than what could go wrong if you take the field.

Check out my related post: Do you inspire collaboration in the organization?


Interesting reads:

https://www.goodreads.com/book/show/40275161-the-fearless-organization

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