Why isn’t my team talking to me? (Hint: Psychological Safety)
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- Опубликовано: 28 июн 2024
- I don’t think my team really trusts me enough to talk to me honestly….(sound like you?)
Hate to say it, but you probably don’t have a lot of trust between you and your team. As a leader, you need to build trust by ultimately creating a psychologically safe culture (Hat tip: Amy C. Edmondson via Harvard Business School). Without trust, mistakes happen, deadlines are missed, and projects fail. Don’t worry! We can avoid those things. In this video, I’ll break down in actionable steps how to create a better team culture that fosters trust and ultimately better work.
Chapters
00:00 It’s about more than just trust. Believe me.
00:48 What’s the real issue here?
02:31 Get comfortable with failure.
03:25 What’s the research tell us?
04:59 Take (good) risks!
05:43 Extract lessons from failures.
06:03 Ask these questions.
06:35 Respect is essential.
07:07 It’s a LOOP!
07:22 Some more research.
07:50 Actively listen.
08:18 Share credit.
08:59 Proactively give feedback.
10:26 Practical implications.
//DO YOUR BEST WORK EVER
If you liked this video and you want to help your team do their best work ever, check out the free resources we've compiled at davidburkus.com/resources
//ABOUT DAVID
One of the world’s leading business thinkers, David Burkus’ forward-thinking ideas and bestselling books are helping leaders and teams do their best work ever.
He is the best-selling author of four books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, the Financial Times, Bloomberg BusinessWeek, CNN, the BBC, NPR, and CBS This Morning. Since 2017, Burkus has been ranked as one of the world’s top business thought leaders by Thinkers50. As a sought-after international speaker, his TED Talk has been viewed over 2 million times. He’s worked with leaders from organizations across all industries including Google, Stryker, Fidelity, Viacom, and even the US Naval Academy.
A former business school professor, Burkus holds a master’s degree in organizational psychology from the University of Oklahoma, and a doctorate in strategic leadership from Regent University.
//SPEAKING
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#BestTeamEver #psychologicalsafety #leadershipdevelopment
"Failure funeral" made me laugh. Great advice all around!
Thanks so much!
Excellent video. Typically, the leader is the one that needs to create the trust in the team and many times they (we) don't do it. However, I've found many times teams which are impervious to any effort made to create the trust and talk openly. I know that there is something we would be doing wrong like leaders, but I feel stuck many times on this situation.
Thanks David!
It may be worth looking closer at their peer to peer relationships. Perhaps there is a certain person on the team who is violating people's trust?
"Extract Lessons from Failures" - thank you for digging into this. We've built a culture that welcomes risks and failures, but see this is an area where we can level up. Great video and article all around. Appreciated you also digging into active listening.
Thank YOU for watching!
We are emailed annual anniversary surveys. Very few teammates fill them out because most are convinced they are not anonymous. We can fill out safety incident reports, but we never hear about the outcome. 🤷🏻♀️
Ugh. Sorry. It's sadly all too common for leaders to accept the results of the survey, analysis them, and then never tell the company what they learned.
Love the content and the sense of humor. Amazed at the color-coded books in the background
Aw. Thanks so much!
“Oops!” Meeting is a great idea. In some work cultures this would be deemed as unthinkable. The challenge is to put this into action and make leadership peers see the benefits. Any thoughts?
Start with leaders. And maybe do “pivot” meetings instead. A pivot sounds great but it’s essentially leaders admitting they made a planning mistake. So explain why we’re changing, what was wrong, and what they’re doing now in response.
Thanks David for the great video.
The leader that I am reporting to informed me that everyone has a skeleton in their closet; and I should keep mine under control.
I thought that was standard practice, till I saw this great essay of yours.
How can I deal with a leader that doesn't allow mistakes to be documented? Also, if that leader is constantly singling out the team members when they make mistakes, what should I do to change that pattern?
Great question. If you can, try and create a culture of trust between you and the rest of the team WITHOUT the leader. You may not be able to document failures but you can help each other solve them before they become too big an issue.
Long-term though, it is probably a good idea to start looking for a new team. ; )
I’m totally using those post-project questions!
As a fairly new leader, I’m still afraid to admit my own failures to my team sometimes because I feel like I’m still trying to prove myself. Any advice for moving past that mindset? Thanks!
I get it. I guess I'd start by saying your team knows your failures. You're not actually gaining anything by hiding them, but you gain an awful lost of trust by admitting them. Start small though. Just a little bit of vulnerability goes a long way with a new team.
I’ve been on the report-side of this sort of dynamic! I reckon having a regular “oops” meeting would’ve helped me feel and show up better in pretty much every way on that team…
I hear ya. Thanks Tucker!
Right on David. Excellent content and so much needed. LOVE IT!
Thanks so much!
Love this!
Thanks so much!
Great video David!
Thanks so much!
I trust this guy
Ah. Thanks so much!