April 27, 2020
April 27, 2020
Contributor: Katie Costello
Increase team performance and empower employees during the uncertainties of coronavirus by creating a psychologically safe environment.
People who indicate they have high levels of professional well-being are more likely than their peers to say they feel psychologically safe at work.
Psychological safety — a shared belief among team members that they feel comfortable about taking interpersonal risks like admitting vulnerabilities and owning their mistakes — influences workforce productivity, voluntary turnover and discretionary effort.
There are four types of well-being:
Of the four types of well-being, professional well-being has the most significant impact on psychological safety, more than twice that of financial well-being, which has the second highest impact. Leading technology companies rate psychological safety as a top characteristic of a successful team, with discretionary effort exerted by staff increasing by nearly 25%, according to a Gartner survey.
When individuals lack a sense of professional well-being, they have a natural aversion to admitting vulnerabilities and speaking up in group settings. Those who feel most vulnerable to exclusion or persecution for their mistakes are less likely to ask questions or critique the status quo, even when it would benefit the larger team.
Read more: Coronavirus: CIO Areas of Focus During the COVID-19 Outbreak
CIOs play a key role in improving psychological safety, but are unclear on what they can do to make a difference in the short amount of time that is required during the coronavirus outbreak. Cultivate professional well-being by creating an environment where mistakes are turned into group learning opportunities, specifically:
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