• How often are we demonstrating appreciation for a job well done, whether a simple thank you or formal recognition, to provide reinforcement for open communications? • If an employee is disengaged, do we replace blame with conversation by asking them what we can do better? • Do we involve team members in problem-solving, asking for their participation in problem definition, unearthing root causes and developing solutions? Santagata at Google developed a reflection exercise called “Just Like Me.” Even in contentious moments, he was able to drive a winning dynamic that reminded workers of the hopes, dreams and anxieties that make us just like each other. By neutralizing emotionally charged moments, the conversation shifted from blame to respect.
• Are managers hovering and micromanaging or acting as trustworthy role models who generously trust their teams? A recent study by Crucial Learning showed that a quarter of the workforce are burned out, and when it comes to discussing that burnout, most feel ignored. Seventy-five percent are unsure who can help them; therefore, it’s not hard to understand why the “great resignation” is underway. That’s why global industry analyst Josh Bersin espouses the importance of listening tools that shorten the distance between signal and action, especially as it relates to building trust in the organization. Trust and psychological safety go hand-in-hand. With so many changes recently behind us and so many rapidly unfolding ahead, this is core to any organization’s success. It’s why the “T” in teams first stands for trust.
Support Success, Large and Small Psychological safety should be considered throughout the employee journey. For example: • Is your culture of trust and caring being effectively communicated to job candidates via your recruitment marketing? • Are your onboarding efforts effective, helping new hires integrate into their respective teams with support from a mentor? • Do employees have a means of reporting incidents confidentially?
Amy Schabacker Dufrane, Ed.D., SPHR, CAE, is CEO of HRCI, the world’s premier credentialing and learning organization for the human resources profession. Before joining HRCI, she spent more than 25 years in HR leadership and teaching roles. She is a member of the Economic Club, serves on the Wall Street Journal CEO Council, is a member of the CEO Roundtable, and is on the board for the Columbia Lighthouse for the Blind. Amy holds a doctorate from The George Washington University, an MBA and MA from Marymount University, and a BS from Hood College.
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