Have you ever sat through a meeting in silence, even though you really had something to say? Did you have a great idea to solve a problem, but still preferred to stay silent? Or you just didn’t see the point in getting started? You are not alone.
After all, it is easier to sit through another meeting in peace than to voice our ideas or disagree. It takes a lot of energy to say and accept our opinion in front of a team, and to accept the controversy and negative feelings that may come with it. The brain instinctively does not seek these situations in today’s fast-paced world. He wants to rest.
But silence is not everywhere. There is a company where the phrase «there is no wrong question» is taken seriously. They are hungry for unconventional ideas, and it is also possible that not all of them will work. Energy and creativity multiply at these companies, and last but not least, it’s good to go to work. This company steps up. Also in results.
Unfortunately, I don’t know about panaceas, but there is, in my experience, a very underestimated and misunderstood element that we don’t talk about much. It’s so basic that perhaps that’s why we don’t even notice it, call it by name, and pin it on the company’s banner next to the many important strategic goals. It would be important.
In English, it is called a fearless organization. This was coined by Harvard professor Amy C. Edmondson, who has been researching the topic for decades and has proven in countless ways with data and companies (such as Google) that it is one of the critical characteristics of highly successful teams.
There are quite a few factors that a company can hardly influence in today’s very turbulent world. But the good news is that this aspect of its operation can certainly be influenced within the inner circle.
After all, it is a conscious decision as to which behavior I consider to be followed and rewarded during daily operations as a leader. Consistently, consciously. This is called organizational culture.
Imagine people feeling psychologically safe and empowered to voice their opinions, ideas, and challenge the status quo, no matter what level of the organization they work at. They feel safe enough to voice their opinions and admit their mistakes without fear of punishment or retribution. This is the organization without fear.
The concept is well known, so most managers are probably now nodding their heads in agreement that, of course, it is obvious. So the question «screams» at us: why are so few companies able to show real success stories in this area?
Well, because it’s common sense, but not common practice. The difference between knowing and doing is huge. Just as being an outstanding leader is much more difficult than knowing in theory what makes someone great.
How do you get started?
So that you don’t over-mystify it. Examining the operation of the following four areas in a team’s operation is a critical predictor of how it will learn and work together, and the lessons learned from these will greatly facilitate the improvement of team performance. These areas can be measured with specific tools.
- Helpfulness and teamwork : In a supportive, mutually respectful environment, trust, the quality of work and the feeling of psychological security are also strengthened. Practical things like everyone being aware of their roles and responsibilities, being open and non-judgmental in meetings, for example, mean a lot. However, if support is lacking, stress and even burnout can easily rear their heads.
- Inclusion and Diversity (D&I): Diversity is key, but not enough in itself. Without real inclusion, it can even lead to a bad «us» versus «them» dynamic. In a truly inclusive environment, everyone can be themselves, bond with the team and feel free to share their thoughts.
- Attitudes towards risk and failure : People tend to play it safe until they feel safe. But then, instead of being afraid of making mistakes, they perceive it as a learning opportunity and openly share it so that others can learn from it. Finding the fine line between risk and failure is fundamental to high-performing teams. However, where mistakes are punished, they not only damage trust, but also hinder growth and innovation.
- Honest conversation : Open dialogue is the foundation of a team’s success and well-being. If there is no more listening and there is no need to make mistakes disappear, then we create an environment where the focus is on achieving better results.
Building a fearless organization is not easy. It requires example, consistency, radical honesty and insight. But it’s worth it, because agility, innovation and team effectiveness begin with psychological safety. Over twenty years of research from Harvard University demonstrates that teams and organizations with higher psychological safety outperform teams and organizations with lower psychological safety on almost every measure.
So what floats before our eyes? That although leaders do not create growth by themselves, they are the ones who create the conditions for growth and effectiveness.
