By: Heather Suttie Business success hinges not just on profit, the prowess of technology or the brilliance of strategy, but on the collective potential of teams. Central to unlocking this potential is a concept that is gaining traction yet remains widely misunderstood: psychological safety. As the founder and managing director of This is Milk, a Glasgow-based tech agency pioneering psychological safety indexing in Scotland and with global clients, Angela Prentner Smith said, “I’ve witnessed first-hand the transformative power this concept holds when harnessed effectively within organisations. Yet, I’ve also observed the detrimental impact of its misinterpretation and underutilisation on team performance and business outcomes”. Psychological safety, at its core, embodies a workplace philosophy where employees feel empowered to voice concerns, challenge norms, and take risks without fear of reprisal. It’s not merely about being kind or fostering a culture of positivity; rather, it’s about embracing discomfort and fostering candid honesty in pursuit of excellence. In 2022, startling statistics emerged: 55% of workers perceived a surge in work intensity and findings from the National Institute for Health and Care Excellence underscored the profound impact of work-related stress, anxiety, and depression, leading to the loss of 13.7 million working days annually. This epidemic of workplace distress exacts a staggering toll of £28.3 billion on the UK’s economy each year. In response to these alarming statistics, an increasing number of HR professionals are actively seeking solutions to safeguard the psychological well-being of their workforce.
One common misperception is equating psychological safety with being nice or accommodating. However, true psychological safety encompasses the courage to engage in uncomfortable conversations, challenge the status quo, and embrace constructive conflict as a catalyst for growth and innovation. The COVID-19 pandemic amplified the importance of employee well-being, leading many organisations to prioritise psychological safety. However, its application often extended beyond the workplace, diluting its effectiveness, and impeding desired outcomes. The misconception that psychological safety breeds toxic positivity or a culture of “yes-men and yes-women” undermines its true essence. Leaders must acknowledge that constructive criticism and dissent are not signs of negativity but essential components of a healthy, high-performing team. Harvard Business School professor Amy Edmondson aptly emphasises that psychological safety is about embracing discomfort and believing it’s okay to be uncomfortable. It requires leaders to exhibit vulnerability, acknowledge their limitations, and invite diverse perspectives to foster innovation and continuous improvement. Yet, embedding psychological safety is not without its challenges, particularly as organisations scale. Maintaining a culture of openness and trust amidst rapid growth demands intentional effort and unwavering commitment from leadership. Prentner-Smith said, “I’ve encountered scepticism from seasoned professionals resistant to embracing this modern approach. However, true leadership entails recognising one’s humanity, acknowledging limitations, and cultivating a culture of listening and learning”. To overcome resistance and garner buy-in from sceptics, language plays a pivotal role. The terms “psychological” and “safety” can inadvertently perpetuate misconceptions, leading executives to dismiss it as soft or irrelevant to business success. That’s why it’s crucial to reframe psychological safety as a strategic imperative that drives innovation, enhances performance, and fuels strategic decision-making. By emphasising its tangible benefits for business outcomes rather than merely focusing on employee well-being, leaders can garner broader support and commitment. By investing in leadership coaching and fostering a culture of openness and trust, organisations can unlock untapped potential and drive sustainable growth. Leaders must embrace discomfort, cultivate a culture of candid honesty, and reframe it as a strategic imperative for business excellence. Only then can we harness the collective power of teams to navigate today’s complex challenges and drive lasting success. Angela Prentner-Smith is an award-winning founder and MD of This is Milk. A highly skilled, inspiring, and innovative digital leader, with an unwavering dedication to customer and human focused design and change within organisations, she has the leadership ability, strategic thinking and problem-solving skills needed to transform businesses. Read the original article on London Daily News.
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