How to Talk About Psychological Safety In Your Organization

A couple of months ago, I published
an article about psychological
safety, which is the concept of allowing
individuals to take risks such as speaking their mind or challenging the status
quo. Afterward, I received a note from an HR Bartender reader asking how to
bring up the subject with their manager. It’s a great question.

Since I wrote the original piece, I
wanted to give you a different point of view about psychological safety. To
help us understand more, I reached out to Ryan Changcoco, who is senior manager for the Association for Talent Development
(ATD) management practice and the program director for the Yale Executive
Education Management Excellence Program. I’ve known Ryan for years and always
respected his insights.

Ryan, thanks for being here. For
employees who are reading articles like this one on psychological safety, what’s
the best way for an employee to forward or share this information with management?

[Changcoco] This is a tricky situation
and has to be handled with sensitivity. Often managers have blinders on and
don’t necessarily realize their short-comings. If an employee has a good
relationship with their manager—they have open conversations about feedback and
the employee feels comfortable providing upward feedback—they should be able to
share this type of article with their manager. It’s important for the employee
to read the room and to gauge how well their manager will react to receiving
this type of information.

The one thing to consider is that
psychological safety is a term many managers might not fully grasp. Although
the intent is good, it’s best for an employee consider their audience before
they share an article like this.

Let’s flip the question. If I’m a
manager and one of my employees sends me an article about psychological safety,
how should I take it? A manager might assume that the article is pointed at
them.

[Changcoco] I agree, there are times
where the first reaction is not the best one. I think it’s important for
managers to step back and analyze the intent behind the send. To start, take a
few breaths and assume that the intention is a good one.  Ask yourself, is
it something as simple as “Hey, I thought you’d find this interesting,” or was
it sent because your employee wants you to correct your behavior? There may be
a bigger issue if you, as the manager, are unsure.

Managers who are comfortable (and
secure) with their management style and those that have a good and open
relationship with their direct reports will have a better sense of the intent
of the send.

I could see an employee being
confronted with the question, “Do you feel like you can speak up here?” How can
employees comfortably and honestly answer the question?

[Changcoco] It depends on the culture
of the organization. Certain employees will feel pressured to say “yes,” although
they might not be fully bought into their answer. Cultures that provide psychological
safety allow for employees to be free with their responses without the fear of retaliation
or retribution.

I agree that company culture is key.
And in some cultures, employees might just fake it and say, “Yes, I feel safe
speaking up.” Is there an effective and easy way for organizations to determine
if employees feel “safe” before asking the question?

[Changcoco] One of the most effective
ways for companies to determine if employees feel psychologically safe is
through anonymous surveying. This is the one way that employees can feel safe
about their response without the fear or retaliation.

Last question. If companies could
only do one thing to make their organizations more psychologically safe, what
would it be?

[Changcoco] Ah yes, if I knew the
exact answer to this, I’d be a millionaire