How to Approach Psychological Safety - Deepstash
How to Approach Psychological Safety

How to Approach Psychological Safety

Managers must create an environment that encourages employees to share aspects of their personal situations as relevant to their work scheduling or location and/or to trust employees to make the right choices for themselves and their families, balanced against the needs of their teams.

Management’s responsibility is to expand the domain of which work-life issues are safe to raise.

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MORE IDEAS FROM What Psychological Safety Looks Like in a Hybrid Workplace

Strategies to Create a Culture of Psychological Safety

Here's five steps to create a culture of psychological safety:

  1. Help your team recognize not only their challenges, but yours as well.
  2. Expose your own vulnerability by sharing your own WFH/hybrid work personal challenges and constraints.
  3. Don’t expect your employees to share their most personal challenges right away.
  4. Explain how disclosure has allowed you to collaboratively come up with better solutions.
  5. Be ready to censure those who inappropriately take advantage of shared personal information.

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What Is Psychological Safety?

Psychological safety — the belief that one can speak up without risk of punishment or humiliation — has been well established as a critical driver of high-quality decision making, healthy group dynamics and interpersonal relationships, greater innovation, and more effective execution in organizations.

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The role of managers are changing

Gartner analysis shows that 46% of the workforce is projected to be working hybrid in the near future for midsize companies. Employees will have more choices about where, when, and how much they work.

In the past, managers used to be selected and promoted if they were able to manage and evaluate the performance of employees. Now managers are increasingly hired based on their ability to be great coaches and teachers.

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The transition from WFH to the office
  • Strong HR strategies. Not only can an HR team connect and support individual employees, but also use their platform to teach employees how to support each other, creating a positive chain of office-based encouragement.
  • Taking the transition back into the office at your company’s own pace is also vital if you want to prioritise mental health on the return to work.
  • When your team has returned to the office, a great way to reinitiate team bonding and introduce staff members to the post-pandemic working future is the introduction of wellbeing workshops.
  • Ergonomic care, too. Prioritizing ergonomic welfare is often forgotten within the office, leading to a whopping 86 percent of office workers sitting for up to 8 hours a day.
  • Prioritize those still working from home. As 30 percent of the corporate workforce still remains at home in 2021, it’s important for employers not to exclude them from post-pandemic well-being schemes

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The office identity crisis

Most people have a love-hate relationship with the office. In a world where remote work has proven to be effective and is preferred by the majority of employees, the office is having an identity crisis. Work is no longer a place you go to every day. 

As organisations look to rebuild office life, they have an opportunity to rethink the office and the nature of work itself.

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