The most critical trait is "psychological safety". The term was coined by Harvard Business School Professor Amy Edmonson.
How can leaders create psychological safety in their organizations? Edmondson outlines three paths:
1. Frame work as learning problems, as opposed to execution problems.
“Make explicit that there is enormous uncertainty ahead and enormous interdependence,” Edmondson says. In other words, be clear that there are areas that still require explanation and that each team member’s input matters: “We’ve never been here before; we can’t know what will happen; we’ve got to have everybody’s brains and voices in the game.”
2. Acknowledge your own fallibility.
Make simple statements that encourage peers and subordinates to speak up, such as, “I may miss something — I need to hear from you.”
3. Model curiosity by asking a lot of questions.
“That actually creates a necessity for voice,” Edmondson says, because team members need to generate answers.
A combination of psychological safety and accountability is vital for teams to achieve their full potential. Watch the video below.
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