How to Create Psychologically Safe Teams

Google wanted to find out what made some teams more successful than others. They commissioned a study to discover what the essential factor was, and it wasn't what you might expect. Watch the video to find out. Or read the transcript below. 

Video Transcript

Welcome to the Ultimate Why 00:02 another session this one's about 00:04 psychological safety now psychological 00:07 safety seems like a big term but it's 00:08 actually the core of any great 00:11 organization any team that you have has 00:14 to have this in order to to create that 00:17 safety and a place where you could 00:19 actually fail and you can actually 00:20 succeed without this neither really 00:22 happens so let's dig into this if you've 00:26 been following us at the ultimate why'd 00:28 you understand that the ultimate why the 00:32 reason why we work is connecting with 00:34 other people we call it loving 00:36 connection so it's a group of people in 00:39 an organization usually assemble to care 00:41 for another group of people that are 00:43 outside of the organization we call them 00:45 your community so you're creating a 00:48 product or service actually cares for 00:49 other people and then when we talk 00:51 sometimes about that kind of connection 00:53 people get into their mind some sort of 00:55 woowoo ideas about just sentimentality 00:58 but when we talk about psychological 01:00 safety let's define that first before we 01:03 dive too deep psychological safety means 01:05 what I get in my world I understand it 01:08 clearly it's consistent it's truthful I 01:12 can rely on it I feel safe every time if 01:15 I confront it it's not going to change 01:16 on me there's no chaos there okay so 01:19 what it is is when you can have a place 01:23 where you feel safe and secure and you 01:26 can come in and understand what's going 01:29 to happen there's there's a consistency 01:32 there there's a clarity one of the 01:35 studies that has shown is a thing called 01:38 disorganized attachment and disorganized 01:40 attachment in groups and in 01:41 relationships happens when you don't 01:44 know what's going to happen 01:45 psychologists studied this within a 01:48 parent-child relationship but it's true 01:50 for any relationship now a parent a 01:52 child becomes disorganized and actually 01:54 very chaotic and they're in their 01:55 psychology and become really stressed 01:58 out when they don't know what parent is 02:01 gonna do like one moment the parents 02:03 fine and then the next moment the parent 02:05 might be really angry and upset and do 02:08 horrible things and really upset the 02:09 child so that kind of chaos between of 02:12 unpredictably 02:14 from I'm okay too 02:16 I'm not okay and not being able to 02:18 determine what makes that shift is very 02:22 difficult on a child on any relationship 02:24 that's called disorganized attachment 02:26 disorganized connection and so that's 02:29 what you want to avoid at all costs 02:31 within your teams 02:32 now you think okay how do I do this and 02:34 a lot of things this is this is the 02:36 definition of what it's not at this 02:38 point a lot of people think it's it's 02:39 some sort of sentimentality I just have 02:42 to have like this 02:42 smiley look I'm like raisin hi how are 02:45 you 02:46 things are really good aren't they but 02:49 we actually know that that's not a 02:52 sincere response and we'll talk about 02:54 that a little bit in a bit but it's not 02:56 about just being nice and sweet it's 02:59 about actually connecting people with 03:01 with sincerity and with what I call word 03:03 is called psychological world 03:05 contingency like you don't read a 03:08 morning person in the morning with a big 03:09 hey how you doing before they've had a 03:11 cup of coffee and time to look at their 03:14 desk gonna wake up so you want to be 03:16 contingent to stuff hey acknowledge that 03:18 they're there and they they respect that 03:19 you gave him the hey instead of the big 03:20 enthusiastic hello in the morning so 03:23 that's a contingent communication so 03:26 what we're talking about here is a safe 03:28 place where people can speak truthfully 03:32 speak their minds reflect who they are 03:35 reflect what's happening to them reflect 03:37 what they see out in the environment 03:39 truthfully okay a lot of times we call 03:41 this integrity and a lot of times 03:44 integrity is confused with just not 03:47 telling lies but integrity is really 03:50 think about it it's it's the it's the 03:52 truthfulness of a situation what is 03:55 being represented to others is actually 03:57 what is actually going on so when I show 04:00 up with this nice fake face hi and it's 04:04 not really what's going on 04:05 then I'm not reflecting integrity so and 04:09 people need that in order to create this 04:11 psychological safety psychological 04:13 safety means what I get in my world I 04:15 understand it clearly it's consistent 04:18 it's truthful I can rely on it I feel 04:22 safe every time that I confront it it's 04:24 not going to change on me there's no 04:25 chaos there okay so how is how do we as 04:29 team leaders start to create this and 04:31 why is this important 04:32 well it's delve into some of the 04:34 research first okay the research behind 04:38 this is is done was done by one person I 04:41 read this book recently because this has 04:44 been very important to us here at the 04:46 ultimate why as how to build safe teams 04:49 it's done by Amy Edmondson she's a 04:51 Harvard Business School professor PhD 04:55 and has been studying this subject for 04:56 over 20 years she came across it early 04:58 in her research when she was finding out 05:01 that the best teams were actually hi 05:03 were actually reporting more mistakes in 05:06 some medical situations than the worst 05:08 teams and she was like how can that be 05:10 well the theory the hypothesis she had 05:13 was that the bad teams were actually 05:15 under reporting mistakes because they 05:18 didn't feel the freedom to do so and so 05:21 the realm or the world of 05:24 psychologically unsafe environment what 05:28 made them to hide their mistakes 05:30 so the creative culture were things were 05:33 not safe on those small teams and this 05:35 is within the same organization you 05:36 might have a team that was unsafe and 05:37 another one that was safe so it was a 05:40 very curious observation that she made 05:43 and then that led her to a lifetime of 05:46 actually studying this subject of like 05:48 how can that be 05:49 how can we find out how to create this 05:52 psychological safety where people where 05:54 they're free to report hey this didn't 05:56 work and then fix it and start making 05:59 better choices and better responses 06:01 that's what makes teams succeed and so 06:05 more recently Google did had a project 06:09 called Project Aristotle okay and they 06:12 wanted to find out what makes great 06:14 teams so being a huge company and having 06:16 lots of resources the commission to 06:19 study and so they studied thousands of 06:22 their teams to see what made the most 06:24 effective team and going into it they 06:27 kind of hypothesize it'll be the guys 06:28 with the biggest degrees and the 06:29 smartest people a lot of teams and that 06:32 really wasn't the case ironically the 06:34 people that had the safest and most 06:36 effective teams I just gave it away 06:38 where 06:39 the teams that had the highest degree of 06:41 psychological safety 06:42 okay so psychological safety became the 06:45 number one factor according to Google as 06:48 to what made a good team so how do we do 06:53 this 06:54 what if what part of this so give us the 06:56 the steps in making a psychologically 06:59 safe team okay so here are some steps 07:03 four steps that I think are kind of 07:06 really important so first one we 07:08 mentioned a little bit earlier is 07:09 connection okay so there has to be some 07:13 sort of you have to be emotionally 07:15 intelligent as a leader to create 07:17 connection and on a psychological realm 07:21 that's in the present okay so you need 07:24 to do a couple of things you need to 07:26 attune with delight like be actually 07:30 happy to see the people that you're 07:32 seeing okay it's gotta give them some 07:35 good eye contact say glad you're here so 07:37 in some way it can be just like I said 07:39 with that 9:00 morning person in the 07:41 morning just the nod ah somebody else 07:44 who's a little bit more enthusiastic 07:45 morning person like hey how are you 07:47 doing how are the kids you know getting 07:50 up off of your computer screen or 07:51 stopping your work for long enough or 07:53 getting off your phone to actually 07:55 address the person that has entered into 07:58 your realm like Ritz Carlton had a 08:01 policy of a 10-foot rule any kind of 08:03 employee or any kind of like customer 08:07 that came within 10 feet they would 08:08 acknowledge that person with a smile and 08:11 and a greeting so that's what I mean a 08:15 to mint with delight like hey glad to 08:17 see you and you'll find that after doing 08:19 that for a while you actually are glad 08:20 to see people and that it kind of makes 08:22 your day it elevates your mood because 08:25 when you elevate the mood of someone 08:26 else it actually affects you because 08:28 you've your mirror neurons so it's kind 08:30 of a nice reciprocal loop the other 08:32 thing is contingency I mentioned that 08:34 earlier as well so being contingent in 08:36 your communication helps connection like 08:38 if the person's you try to vibe out what 08:41 the other person's feeling and be able 08:43 to reflect that back you might not be as 08:45 emotionally upset or as mostly excited 08:47 as the other person okay you don't have 08:49 to match their wavelength but you need 08:51 to say ice 08:52 that you're really excited about this 08:53 you know I'm not quite there but it's 08:56 good so you're trying to say it's it's 08:58 the emotional aspect that's important 09:00 like they might be telling you a long 09:02 story about like some tacit information 09:04 and then you need to reflect back like 09:06 wow that sounds like you're really 09:07 excited about that or it sounds like 09:09 you're really upset so you're you're 09:11 you're getting the the emotional message 09:13 in there first you know so we do that a 09:14 lot and when we do training about how to 09:16 treat people on the outside is match 09:18 their emotional intensity first and then 09:20 start dealing with the tacit 09:22 communication second so those are things 09:25 that are critical for connecting so 09:27 reviewing that that's is a to mint with 09:31 delight and then some sort of contingent 09:33 communication so that's connecting ok 09:35 basics of connecting a lot more to that 09:38 but that's the basics so that's number 09:40 one number two clarity clarity now this 09:45 was like you know a revelation to me 09:48 when I when it came across clarity as 09:50 being something high in psychological 09:52 safety because in the myers-briggs 09:54 I am a P which means I like to keep my 09:58 my creative options open and so other 10:02 people in the world are J's in the 10:03 myers-briggs and they like to have their 10:05 options defined there's probably more 10:08 people in the world that like to have 10:09 their options defined so even if you're 10:11 in a creative mode say hey I'm in a 10:13 creative mode and this is ill-defined at 10:15 this point and I'm still toying with it 10:16 and you're welcome to to define it too 10:19 so the person goes oh okay I know that 10:21 this is none this is in flux it's not 10:23 you know you're gonna come in today and 10:25 say hey I think this is a great idea and 10:27 then - and you start working on it and 10:28 then next day you go oh I got a better 10:30 idea I do that all the time so it's 10:32 really important for me to communicate 10:34 hey this this concept is still bacon in 10:39 the oven here we don't we haven't pulled 10:40 it out and said it's a cake yet 10:41 so clarity so this is where you define 10:46 the who what when where why of any kind 10:50 of project or any kind of communication 10:52 that you have okay that kind of clarity 10:55 is so important for people and you think 10:57 well how that doesn't feel very 10:58 lovey-dovey being clear but as a leader 11:02 you're in a workplace think about this 11:04 people are being a 11:06 evaluated everyday and they're looking 11:08 to you going how am I being evaluated I 11:11 was just talking to a friend yesterday 11:13 who was in a situation looking at his 11:16 supervisor and he goes so what's this 11:18 about and the supervisor goes I think we 11:22 all both really know and there were a 11:26 bunch of assumptions that were made both 11:27 but by the supervisors part that her 11:31 report actually knew what she was 11:33 thinking 11:33 no reports aren't mind reader's you know 11:36 the people were working with on our 11:37 teams are not mind reader 11:38 readers clarity is essential so whenever 11:43 I get messages for emails for people if 11:46 the person emailing me isn't is it 11:47 perfectly clear I need to make sure that 11:49 hey these are the ten things that you 11:53 need to what are the things that I need 11:54 to know when do you need this project 11:56 how important is this project are is 11:58 there any details of this project that I 12:00 need to know all of those details I need 12:03 to pull out or and I need to communicate 12:05 so oftentimes I as the supervisor or you 12:09 as the leader need to own that 12:11 information it's critical that you be 12:13 clear with your people as to what's 12:16 going on okay so that they know how 12:20 you're being evaluated it's nothing you 12:21 what you don't want to happen is when 12:23 they give you the project going 12:25 oh this isn't what I expected at all 12:28 well if that happens you need to say as 12:32 the leader most of the time you need to 12:33 say oh I clearly failed you I'm really 12:36 really sorry I wasn't clear on what I 12:38 expected and you just spent all this 12:40 time on this and this is great but 12:43 here's what clearly needed to be done 12:44 and this is how I failed and I hone how 12:47 I'm sorry I didn't clarify that clarity 12:50 clarity clarity so very simple it takes 12:54 extra time 12:55 don't be rushing things you know every 12:58 single email every single communication 12:59 be as clear as you can be because in 13:02 doing that I know that I'm serving the 13:04 people on my team and then eventually 13:06 I'm serving the people that were serving 13:07 as well so how are you so critical so 13:10 connection clarity third one is candor 13:13 I've got a little slide for this okay 13:16 okay this comes from 13:19 Kim Smith she was she wrote a book 13:22 called radical candor and I thought this 13:25 was a great way to look at at this 13:28 process okay there are two axes she has 13:31 in this chart caring personally and 13:34 challenging directly now we think Oh in 13:38 order to care for people you know I'll 13:41 protect them from the truth and so that 13:43 is somebody who might think that they're 13:45 being caring but they're not into 13:47 challenging directly at all they don't 13:49 give the information that needs to be 13:50 given and really candor is just saying 13:54 what needs to be sad and it's much 13:56 better than honesty because when we use 13:58 the word honesty we think well I'm not 14:00 telling any lies 14:00 well you're not telling any lies but 14:03 you're also withholding and course 14:04 information so ruinous empathy is 14:09 something where it's like I'm being so 14:11 empathetic I don't want to hurt the 14:13 person's feelings but you're withholding 14:15 information that that would make them a 14:17 better person okay or make their lives 14:20 better or someone else lives better okay 14:22 so there's a point that where you care 14:27 but you need to also combine that with 14:28 the information the things that need to 14:30 be said and then you get actually into 14:33 the manipulative insincerity that's what 14:35 people are are being really obsequious 14:37 and it just everything's happy and 14:39 there's not even a thought for making 14:40 you happy it's like I just don't want 14:42 you to be in my world at all so I just I 14:45 just block you out with this you know 14:47 happy happy smiley face it doesn't 14:50 really communicate anything to the other 14:52 person it withholds a lot of truth 14:54 because I don't really care about you in 14:56 fact I might even be manipulative in 14:58 that like always putting on false 15:01 emotions manipulating you to feeling 15:02 lulling you into feeling okay okay 15:05 that's not candor and then we got 15:07 obnoxious aggression and this is the one 15:09 frankly I kind of struggle with 15:10 sometimes as I like truth and I always 15:12 tend to speak it so you know I will 15:16 speak out truth and just be all out 15:19 there with the truth and I'm not always 15:23 real considerate so I had something I 15:25 need to work on it's like how do I 15:26 deliver that truth in a way that 15:29 actually make sure that I get into the 15:31 person's 15:32 that contingency of like hey if I say 15:35 this I want you to receive it in a way 15:37 that's not going to be hurtful to you 15:40 you know I'm not going to deliver 15:43 critique in public in front of a bunch 15:45 of other people I'm gonna wait until we 15:47 have a private space where I can do that 15:49 I'm not gonna make assumptions act like 15:51 hey you did this and it was wrong I'll 15:53 say hey let me clarify what's going on 15:55 here I saw this but I don't think I 15:58 understand the situation completely 16:00 clarification again and then there's 16:02 radical candor and those are some of the 16:05 things that we've just been talking 16:05 about radical candor it's where you care 16:08 enough to say the things that need to be 16:10 said and you do it in a way that's also 16:13 caring as well so that's what radical 16:16 candor is and she was she worked with 16:19 CEOs of Google and with Apple and she 16:24 saw this on the on the playing field 16:26 quite a bit so I've heard a lot about 16:31 different things and and you can kind of 16:33 see how radical candor is something that 16:37 is so critical so what does what does 16:38 candor do to us so think about this I 16:41 enter into a situation and I'm dealing 16:44 with people and they're being either 16:46 ruinously empathetic or manipulative 16:48 like in Syria they don't tell me that 16:50 there's something wrong until my my free 16:53 month report ok so my my 3 month report 16:56 finally comes around of my progress 16:58 meeting with my with my staff member or 17:00 with my supervisor and suddenly all 17:02 these things come out that that you know 17:04 hey you didn't do this right you didn't 17:05 do that right like for three months you 17:07 haven't told me so what do I do is I 17:10 pull up my mental notebook and like 17:11 never trust that smile on that face 17:14 again always be suspicious of that 17:17 person because they don't really tell me 17:19 the truth so whenever I enter into that 17:23 situations be psychologically unsafe 17:25 unless there's candor because without 17:27 that candor I'm always guessing once the 17:30 other shoe gonna drop when's this gonna 17:31 actually pan out to be something good or 17:34 is it I don't even know if it's good I 17:36 don't even know if we're running on the 17:38 same on the same page today so keep your 17:41 accounts short say what needs to be said 17:45 and 17:46 say it in a kind way that's gonna be 17:48 contingent considering the other person 17:50 they'll notice that how you say 17:51 something so I have I know another 17:55 person who's working with with a 17:57 supervisor who's saying a lot of 17:59 truthful things but doing it away in 18:01 front of others and in situations that 18:04 are causing issues making everyone 18:07 anxious the whole team is anxious you 18:08 know and they all huddle together 18:09 afterwards going did you see that did 18:11 you hear that and they can try to 18:13 console each other because there's not 18:15 safety on that team 18:17 even though truth is maybe being spoken 18:19 and things are that need to be said or 18:21 said but they're just said in a way 18:22 that's much not caring so creating 18:27 safety with candor okay that makes the 18:29 the playing field very obvious to people 18:31 you see how there's kind of a theme here 18:33 it's like make it so that all the people 18:36 know exactly what's going on and they 18:38 know exactly where they stand okay and 18:41 then the fourth one is consistency so 18:44 connection clarity candor consistency 18:47 want to see is there huh so the 18:51 consistency is something that you were 18:53 going to want to be effective in so 18:55 that's making promises and making these 18:57 things into habits as well when we have 19:01 bit you eyes what we do then it becomes 19:03 routine okay so when you when you kind 19:06 of critique yourself and look at like oh 19:09 I'm not doing that so well like I'm I 19:10 struggle over here in this quadrant a 19:13 little bit so I need to create like what 19:16 do I need to do and make sure that I'm 19:17 not stepping on myself with this and and 19:21 create a habit that says like hey how am 19:24 I going to do this create a process that 19:25 makes you know hey we need time to 19:27 debrief after every project to make sure 19:30 that I got all the mistakes or I've got 19:32 all the the challenges that we faced in 19:34 that last one so great processes great 19:37 systems create methodologies of 19:39 checklists and things like that 19:41 that'll make sure that you're constantly 19:42 consistent candor 19:44 candor duck and Claire clear in all your 19:47 communications okay so those are the 19:49 four core elements and we put this under 19:52 emotional engagement in in our team 19:55 development if the open why I think 19:58 social engagement as you know that 20:00 doesn't feel very touchy-feely candor 20:02 connection and you know clarity and 20:05 consistency but this this is what the 20:08 baseline the foundation it's so critical 20:11 that you establish that baseline where 20:14 people can trust and rely on have that 20:17 consistency that stress and that that 20:20 cortisol goes way down an individual 20:23 when they know and they can come into a 20:25 situation that like I know that there's 20:27 nothing wrong because if there was 20:28 something wrong my supervisor or 20:33 somebody in my team would tell me in a 20:35 way that would be contingent and kind 20:38 and I would know and we'd be able to 20:39 make corrections okay so this allows for 20:41 for learning and development and and all 20:45 sorts of great things and so let's look 20:48 at another dynamic here that's that's 20:50 important in this situation there's a 20:54 another researcher named dr. Gabor Ma 20:57 Tei he puts the this this continuum 21:00 between authenticity and attachment no 21:04 attachment is that loving connection 21:05 that we've been talking about that 21:06 psychologists find is the bedrock it's 21:09 the motivator for all human beings 21:11 it's our fundamental wiring we all need 21:14 and want attachment in fact children 21:16 without attachment they die so 21:19 attachment is hugely important so what 21:25 we all seek that we seek attachment 21:27 before we seek anything else in life 21:29 okay so if we're primarily seeking 21:32 attachment we also have this issue of 21:34 authenticity 21:35 Who am I how am I feeling what's going 21:38 on in life those are the things that 21:41 we're looking for so we've got 21:43 attachment I want to be accepted by 21:46 those around me and then authenticity 21:48 I'm feeling something and I need to be 21:51 able to communicate that so oftentimes 21:53 what happens is we'll compromise our 21:55 authenticity in order to achieve 21:57 attachment so I was a really brilliant 22:01 insight on his part so what needs to 22:03 happen is we need to be able to be both 22:07 authentically ourselves and be able to 22:09 report what's going on inside of this 22:10 how 22:11 feeling how we're reacting how are 22:12 what's going on about us because that's 22:16 important for us what happens when 22:18 you're not authentic he wrote a book 22:20 about the body says no is that all that 22:23 anger all that frustration all that 22:26 cortisol that rises up in you from not 22:29 being authentic starts to starts to 22:32 consume your body actually physical 22:34 illnesses will start to manifest and as 22:36 a result a lot of chronic diseases 22:38 cancers and everything like that dr. 22:40 Mattei who's a physical MD actually have 22:43 subscribes to or ascribes that rather to 22:47 to this state of being inauthentic or 22:50 lack of attachment okay so those two 22:53 states are really important and that's 22:55 backed up by other research into another 22:58 thing called aces which is adverse 23:01 childhood experiences that cause that 23:03 kind of dissidence so when the 23:04 dissidents happens in life where I 23:06 either don't feel attached or I'm not 23:08 allowed to be authentic then that crisis 23:12 occurs so this is what we're trying to 23:14 create we're trying to create that 23:15 parity between authenticity and 23:17 attachment and that creates emotional or 23:22 psychological safety in your teams so 23:24 that's what we're trying to look for 23:26 here okay though that balance here's 23:29 another slide that I thought was really 23:31 interesting that Amy Edmondson who wrote 23:34 this book again points out and she this 23:36 is her chart and you know it's another 23:39 factor that I hadn't really thought of 23:41 in this whole process because I don't 23:46 always I'm you know I'm Dyslexic so as a 23:49 dyslexic high levels of excellence in 23:51 standards you know I always felt beat up 23:53 by them quite frankly it's like oh you 23:56 made another spelling mistake well no 23:57 done this length like so but she points 24:03 out that if done right high levels of 24:06 standards of excellence and high levels 24:09 of psychological safety go hand in hand 24:11 and she points this out in this little 24:14 chart that's very and it's also backed 24:16 up by her studies it's not just some 24:17 things you punk so if you've got high 24:22 psychological safety and 24:25 low levels of excellence you end up in 24:26 this sort of comfort zone where people 24:28 are kind of complacent you know they 24:33 don't really push themselves to become 24:34 anything I'm just sort of comfortable 24:36 and they like the status quo so you can 24:39 see that kind of lowers the levels of 24:41 candor in that people aren't really 24:43 going to be pushing themselves or each 24:45 other by speaking truth and taking risks 24:47 okay then you get this apathy zone this 24:50 is like the worst one or one of the 24:52 worst ones where you've got low levels 24:54 of excellence and standards and low 24:57 levels of psychological safety so people 25:00 are just not gonna care they're just me 25:02 every man out for themselves and they're 25:04 just right try to take care of me number 25:06 one and not take care of anything in the 25:09 in the team realm or in the corporate 25:11 realm yeah it's all about me I don't 25:12 care about anybody else because nobody 25:14 cares about me so when a culture gets 25:17 into that sort of unsafe and 25:19 unchallenging mode becomes apathetic 25:20 this is kind of where I felt as a 25:22 dislike dyslexic a lot is in this 25:25 anxiety zone that was always held to 25:26 high standards by people which was great 25:28 but I didn't always feel this high level 25:30 of psychological safety because it was 25:31 about blaming like oh you made a mistake 25:34 it was your fault instead of saying how 25:35 can we help you 25:37 like let's install software on your on 25:39 your on your system and eventually 25:40 that's what I've done and thank God for 25:42 all those those levels of software now 25:45 that could help me but there was a 25:48 solution to my problem and now I'm a 25:51 writer and a speaker and I read more 25:54 books than most people because I just 25:56 got around it okay so I went from 25:59 anxiety to to this sphere because of 26:02 high levels of psychological safety 26:05 without diminishing my levels of 26:07 standards so I've struggled with this as 26:09 a leader so my my solution to create 26:12 psychological safety and my mind was to 26:15 lower standards go it's okay hey you 26:18 know it's not that great you know but 26:20 that actually starts to sort of diminish 26:23 into either anxiety or apathy and then 26:26 people aren't quite as engaged in life 26:29 as they should be and really this is the 26:32 safest quadrant to be in because now I'm 26:34 growing now I'm becoming people are 26:37 speaking to me Frank 26:38 and kindly going hey here's another way 26:41 to get even better at this here's 26:43 another way to overcome this you know so 26:45 now I can say that people that are 26:47 dyslexic hey you don't have to give up a 26:49 reading use audible listen to audiobooks 26:51 hey 26:52 there's 26 different ways to use 26:55 software to correct your to correct your 26:57 spelling now use it and get better at it 27:01 and so all of those things are enhanced 27:04 by levels of standards in a 27:07 psychologically safe place okay so that 27:12 kind of brings us to the end of our 27:13 psychological safety talk kind of a 27:15 longer one because this is really 27:17 important and we're actually developing 27:19 this into a full workshop so this is the 27:23 critical core of the ultimate why 27:28 workbook which deals with teams and 27:31 deals with creating culture of course 27:33 but in the center of it all we have what 27:37 we call it psychological safety and 27:39 integrity okay so and it is based on 27:42 those connection clarity candor and 27:47 contingent communications so those are 27:50 all critical factors in creating 27:52 psychological safety for your teams so 27:54 hope you've enjoyed this and if you want 27:57 to find out more about what's what the 27:59 ultimate why is all about we encourage 28:03 you to just jump onto our website give 28:05 us a call we'd love to speak with you 28:07 about how to develop your leadership 28:09 develop your culture in a way that will 28:14 create psychological safety and much 28:17 much more 28:18 and in your culture so that everyone 28:22 that comes to work which is our goal is 28:24 passionate about life excited about life 28:26 and full of joy because we like I said 28:29 we all need that authenticity and 28:31 connection in our lives and the 28:33 workplace is huge for creating that and 28:35 as leaders we have such an opportunity 28:38 to help people have lives that they 28:41 could feel safe in and grow in let's not 28:46 diminish what we're doing in any way and 28:47 work this is really a calling the what 28:50 you're doing 28:51 is nowhere near as important as to how 28:53 you're treating people and why we're 28:55 doing it is so that we can create that 28:57 that joy and that that connection that 28:59 every person needs both people that we 29:01 serve and the people that are on our 29:03 teams and ourselves as well so thanks 29:05 for joining me and we hope you like and 29:08 share this with with your friends and 29:10 follow us on on the various social media 29:13 outlets that you're seeing this on 29:14 all right thanks much

Ultimate Why 

503 West Reed Street

Moberly, MO 65270

Call us at 573-240-0446 

  • YouTube
  • LinkedIn - Grey Circle
  • Instagram
  • Facebook