Find out in 60 seconds how safe you feel to speak up

Find out in less than 60 seconds here www.gkexeccoaching.com

It turns out, when two in five of our colleagues get up for work in the morning, they don’t want to look ignorant, so they don’t ask questions; they don’t want to look incompetent, so they don’t admit mistakes or weaknesses; they don’t want to look negative, so they don’t challenge the status quo.

This results in organisations missing out; too much consensus and less diverse perspectives; leading to poorly informed decision making; stifled creativity and innovation; and colleagues feeling less valued, leading to lower morale and higher staff turnover.

In a world that’s never been more volatile, uncertain, complex and ambiguous, we need to hear from our teams, so we turn the challenges thrown at us into growth opportunities. PWC state teams that have high levels of psychological safety are 60% more likely to succeed.

The good news is, if you are a progressive leader who values higher engagement, performance and accountability; stronger creativity and innovation; and wants to make inclusion real…you can find out the dynamic in your team by undertaking a simple robust team diagnostic. This will identify the unique enablers and barriers in your team. Answered anonymously, and discussed as a team, here’s two dynamics that were hidden in teams. One driving and one eroding colleague’s ability and willingness to contribute.

My leader values my opinion, and we know this because;

·       they never cancel my one-to-one, (how many people can say this!);

·       they never discount my point of view, even if they do not agree with me;

·       they listens actively, I know this because they summarise what they have heard me say

A barrier to 'open conversations', one of the four domains of psychological safety, was overuse of technical jargon excluding several team members during some meetings;

·       constant use of unfamiliar terms confused some team members

·       they lost the thread of the discussion, and simply sat back

·       because they felt unable to ask for explanations and contribute their perspective

In both cases, these enablers and barriers were revealed thanks to data and discussion. Invisible enablers and barriers that lived in meetings for months, revealed. This gave the leaders and teams the opportunity to dial them up, explicitly knowing the value of not cancelling one-to-ones and active listening, and mitigating them by explaining jargon in the moment.

So use the simple indicative diagnostic tool at www.gkexeccoaching.com to find out where you stand, and it you’d like to extend this to your team, please get in touch.