COVID and the recent unrest has been quite a shock to the system and we all need to look at our businesses in a new light to re-evaluate and take decisive action as to which direction we need to follow. To move forward, we need to take our team with us to meet our visions and goals.
A psychologically safe employee is likely to move forward with us, and an unsafe employee not. There have been many factors in the last 18 months that could create the feeling of being unsafe, such as the unstable economy, job security, salary cuts, no increases and health scares. As leaders of our organisations, we may not have all the answers but there are things we can do to create a psychologically safe work environment.
Let’s start by having a look at what a psychologically safe employee “looks like”. A psychologically safe employee is engaged with the company, the employee will go the extra mile, will be willing to speak up in both negative and positive circumstances and be willing to make mistakes and learn from them. The psychologically safe employee is not restricted by fear, and their productivity is increased as their energy and focus are not spent on insecurity and anxiously wondering where the next negative will come from, for example – what mood is my manager today? I am not sure what my manager wants? The question is – how then as leaders do we create a safe environment?
The most vital aspect of the relationship with your employees is communication. Communication about where the company is going, COVID may have affected this, be open and honest if you are not sure where you are going or how things stand, if such issues are left unsaid it creates “ bigger monsters” in the minds of employees that may be the case and fear of job security will eat at them causing a lack of efficiency and productivity which in turn brings your business down.
Foster two way communication, allow team members no matter how far down the hierarchy they are to have input into problems you are trying to solve or business initiatives. Our view is not always the right view, if you chat with the people who perform a task they know the process better than you if they are never given a voice or never made to feel they cannot speak up. You will never hear their ideas and who knows, they might hold the key to the million-dollar idea.
Treat employees with respect, and aim to have an adult to adult relationship. Screaming, shouting and swearing in a workplace achieves very little in terms of positivity. It drives people away from you and possibly fear sets in. Yes, there is a hierarchy but there is no need for autocratic behaviour. This will only prove counterproductive. Create a space where if someone has done something wrong, there is a space to discuss it and resolve the issue. Obviously, deliberate misconduct and serious offenses need to be dealt with through the disciplinary procedure. Constant watching over employees and pouncing on them when something goes wrong will cause them to withdraw, disengage from company goals, lose self-confidence and most certainly decrease performance.
To lead effectively there has to be trust between you and your subordinates and the greatest way to achieve this is to be consistent in your behaviour if the employees knows what to expect, know how you are going to react in situations they will start to trust you and share with you and if you make a promise, keep it. The quickest way to lose trust is by not keeping your word.
If you are inclined to behave in a manner that does not foster psychological safety, contemplate your behaviour and how it could indirectly be affecting your bottom line. Change your behaviour, it will take small steps, and the key to gain the trust of your employees is to work on changing these behaviours until they become a habit.
Psychologically unsafe employees tend to leave the organisation, and studies have shown that the biggest reason employees leave an organisation is because of their boss. If you have a high staff turnover in the form of resignations within your organisation, or in a specific area of your organisation, perhaps it’s time to investigate the factors that may be forcing employees to leave.
You cannot make it alone. It is better to have a psychologically safe team that will go the extra mile and swim in deep waters with you rather than a disengaged team who are biding their time until further opportunities arise. Profitability has a direct link with how you treat the employees that help you generate profits. Happy people increase the likelihood of happy profits.
If you are experiencing issues with your employer-employee relationships get in touch and together we can find solutions.
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