Bekijk de video hiernaast als je in een paar minuten meegenomen wil worden door Simon Sinek langs een paar geweldige one-liners in een prachtig opgebouwd verhaal, hoe we allemaal op ieder moment de leider kunnen zijn, die we zelf wensen. En daarmee het team psychologisch veiliger maken.
TIP VOORAF: Ga hem zien vanuit de vraag: durf ik dit? Kan ik zo gemotiveerd raken en zo’n stap zetten om ons team sterker te maken? Je kunt overigens met kleinere stappen ook al veel
betekenen.
Hoe maak je je team psychologische veiliger?
Stel: een pittige discussie, waar men elkaar moeilijk laat uitpraten. Hans is aan het woord en wordt onderbroken door Mark. Hans’ punt keert niet meer terug. Tot iemand dit patroon doorbreekt en zegt: ‘Hans was net zijn mening aan het vertellen en volgens mij was hij nog niet klaar. Ik wil graag de rest van zijn verhaal horen.’ Dit voorbeeld en de video gaan over psychologische veiligheid, het belangrijkste criterium voor teamprestaties.
Psychologische veiligheid is de speelruimte die teamleden zichzelf én elkaar geven om meningen, twijfels, ideeën enz. met elkaar te delen. Elke dag kunnen we deze speelruimte vergroten door op nieuwe plekken paaltjes te slaan. En dat zijn moedige paaltjes, want er is altijd wel iemand die moet wennen aan de nieuwe speelruimte-verdeling.
Mijn advies voor psychologische veiligheid teams:
één moedig paaltje per week en je zult versteld staan, wat dit met jou en je team doet … Eén nadeel, de goede man spreekt 200 woorden per minuut. En dat is 75% sneller dan gemiddelde sprekers. Daarom hebben we deze speech ook hieronder voor je opgeschreven. Omdat jij én de speech dat waard zijn.
Hieronder ligt ik nog enkele uitspraken uit de video eruit die helpen om teams psychologisch veiliger te maken m.b.v. inclusief leiderschap.
Leadership has nothing to do with rank.
Right? I know many people who sit at the highest level of organizations who are not leaders. We do what they tell us, because they have authority over us, but we would never choose to follow them. And yet many people with no formal rank, with no formal authority who made the choice to look after the person who is left of them and made the choice to look after the person who is right of them and we would follow them anywhere. We call you leader, because you’re not at the top.
Again: don’t try to be a leader by yourself.
Too dangerous, too difficult. And like I said: sometimes leading up is what’s necessary. You could actually help our leaders be better leaders, because we’re going to demonstrate the behaviour. We’re going to express empathy. We’re going to see how they are. We’re going to support them: ‘Hey boss, I got your back whatever you need I’m here. If you want to vent, I’m here. And give them a safe space also. It goes up and down.
Giving a leader a safe space might be everything
Also: don’t assume a leader is ineffective, use the same empathy that we expect down the chain of command up the chain of command. Maybe my leader is stuck, my leader is confused, maybe my leader is stressed out of their mind, maybe my leader is dealing with drama, we have no idea what is going on in that person’s private life. Maybe my leader’s got marital issues or struggling with their kids. We don’t know. And so sometimes part of that check-in is to call our boss and: ‘Hey boss, you were really hard on us on the zoom-caal the other day. I just wanted to see. Are you okay?’ And giving a leader a safe space might be everything.
Maybe you don’t get the reaction you wanted. That’s the risk. Just be patient …
And also: don’t expect that you’re going to get the reaction you want immediately. Some people are reactors. Others need time to think and to process before they react. So we cannot people to react the way we would react. Now let’s take the other scenario which there actually is a leader who is completely ineffective. And this is why I talk about telling people what you’re doing, because you could ruffle the feathers of a big ego. Right? You could ruggle the feathers of someone who’s insecure. So it could come down on you. This is the risk of leadership. Remember read it?
Leadership comes with risk.
Which is if you’re willing to stick your neck out even it’s to take care of your folks it can sometimes backfire and hurt. The question is: is it worth it? For most people who want to be a leader that risk is worth it. This is why we so admire leaders who put there careers on the line to do the right thing. Because they were willing to risk it. So you could risk getting in trouble. You could risk getting yeld at. You could risk being told: ‘Stop doing my job!’ All true. And if you’re alone in that you’re going to have to bear that stress. But if some other people know what you’re doing, you’ll find comfort and security and confidence just knowing that other people have your back as well. So make sure you got a leadership buddy. Leadership is a teamsport. You would never go scubadiving by yourself. It’s too dangerous.
Again: don’t try to be a leader by yourself.
Too dangerous, too difficult. And like I said: sometimes leading up is what’s necessary. You could actually help our leaders be better leaders, because we’re going to demonstrate the behaviour. We’re going to express empathy. We’re going to see how they are, going to support them: ‘Hey boss, I got your back whatever you need I’m here. If you want to vent, I’m here. And give them a safe space also. It goes up and down.