How can leaders build trust and psychological safety within their teams?

Trust and psychological safety are essential for high-performing teams, yet many leaders face challenges in fostering these elements. A recent McKinsey study found that only 26% of leaders effectively create psychological safety for their teams.

To tackle this issue, we have gathered insights from three expert contributors. Their diverse perspectives emphasize the significance of open communication, mutual respect, and vulnerability as foundational elements for building trust.

Emerging themes highlight the importance of creating a supportive environment where team members feel safe to express their ideas and take risks. By implementing these strategies, leaders can cultivate an atmosphere conducive to innovation and collaboration.

Let’s explore Didier’s expert advice on how to enhance trust and psychological safety within teams.

Didier Marlier

Didier Marlier, a renowned leadership expert, professor, and consultant with experience at prestigious institutions like IMD, INSEAD, and Fundação Dom Cabral, offers valuable insights on how leaders can build trust and psychological safety within their teams.

According to Marlier, leaders can build trust and psychological safety by focusing on two key components: feedback and self-disclosure. He emphasizes, “Trust is a result of two things: feedback and self-disclosure.” Feedback involves taking personal risks and offering constructive input in a respectful manner. Self-disclosure requires leaders to lower their guard and make themselves vulnerable by explaining how they function and feel.

Marlier draws on Google’s Project Aristotle to explain psychological safety. This concept allows team members to take personal risks, disagree, and challenge ideas without fear. He states, “The fact that leaders could make themselves vulnerable, not fragile, not weak, but vulnerable was a big help, a big trigger to creating this psychological safety.” Leaders who demonstrate vulnerability create an environment where team members feel secure enough to express themselves freely.

To build trust and psychological safety, leaders should:

1. Offer constructive feedback regularly
2. Practice self-disclosure by sharing personal insights
3. Demonstrate vulnerability to encourage open communication
4. Create an environment where team members can express disagreement without fear

As we explore this critical aspect of leadership, other experts may offer additional perspectives on fostering trust and psychological safety within teams. Ultimately, leaders who prioritize these elements can create high-performing teams capable of innovation and success in challenging environments.

Sarah Furness

Sarah Furness, a seasoned expert in leadership and organizational behavior, emphasizes the nuanced nature of psychological safety in teams. Her insights focus on the importance of accountability alongside a supportive environment, challenging the notion that psychological safety equates to a consequence-free workplace. Sarah asserts that while leaders should foster an atmosphere where mistakes are acknowledged as part of growth, they must also maintain accountability for actions taken. This balance is crucial for cultivating true psychological safety.

Sarah identifies two critical conditions for building trust and psychological safety:

1. Creating an Optimal Environment: Leaders must establish a space where team members feel safe to express their ideas and acknowledge mistakes. This involves leading by example and responding constructively to challenges and errors.
2. Encouraging Individual Bravery: Team members need to show courage by engaging in difficult conversations and challenging the status quo. Sarah highlights that psychological safety is not merely about removing fear but about empowering individuals to act despite it.

By integrating these principles, Sarah provides actionable strategies for leaders seeking to enhance their team’s dynamics:

• Celebrate Instances of Bravery: Leaders should recognize and commend team members who take risks, reinforcing that such behavior is valued within the team culture.

These insights complement previous discussions on fostering open communication and mutual respect, creating a holistic framework for building trust and psychological safety within teams.

As we transition to the next speaker, it’s essential to consider how these insights can further enrich our understanding of effective leadership in creating psychologically safe environments.

Jenn Lim

Jenn Lim, a renowned expert in workplace happiness and culture, offers valuable insights on “How can leaders build trust and psychological safety within their teams?” She emphasizes that establishing psychological safety begins with leaders’ self-awareness and vulnerability. By creating a safe environment within themselves, leaders can foster trust and encourage open dialogue among team members. This approach complements previous discussions by highlighting the importance of leaders modeling the behavior they wish to see in their teams.

Jenn Lim references Google’s Aristotle project, which identified psychological safety as a key factor in effective teams. She suggests that leaders should prioritize active listening and self-reflection, asking themselves if they are truly okay. This self-awareness helps team members feel more secure and understood, leading to higher levels of creativity and innovation. For instance, when leaders admit mistakes openly, it creates an environment where team members feel comfortable sharing their own vulnerabilities, thereby enhancing psychological safety.

• Model Self-Awareness: Leaders should first establish psychological safety within themselves to inspire trust in their teams.
• Encourage Open Dialogue: Active listening and honest communication are crucial for fostering a sense of safety and understanding.
• Embrace Vulnerability: Leaders should be willing to admit mistakes and vulnerabilities to create a culture where team members feel secure sharing their own.

As we explore more perspectives on building trust and psychological safety, Jenn Lim’s insights underscore the importance of leaders’ self-awareness and vulnerability in creating a supportive team environment. Her approach integrates with previous discussions by emphasizing the role of personal leadership in fostering team cohesion and trust.