“Can you describe a time when you were on a team that was really successful?”
That’s more than just a leading question in a job interview. Answering that prompt can begin to give us clues into why some team experiences–and outcomes–are just better.
I bet you could probably list some of the characteristics that define the highest performing teams—things like goal focus, dependability, and complementary skills.
But what if the key to high team performance is something far more basic and subtle?
Newer research1 suggests that what distinguishes top teams is actually “psychological safety.” Said another way, we do our best work when we feel safe enough to take risks and contribute without holding back. And in a truly psychologically safe work climate, people aren’t just comfortable expressing themselves, they’re comfortable being themselves—complete with quirks and peccadillos. It’s also important to consider what we’re *not* doing on a team we deem safe. Harvard business professor Amy Edmondson describes psychologically safe teams as ones where “people are less likely to focus on self-protection.”
When we’re not constantly calculating whether we’ll lose face by taking a risk, we can more easily lean into our desire to engage with others and to learn. Research1 supports that a psychologically safe team leads to better overall engagement and an openness to learning. Indeed, the safer team members feel with one another, the more likely they are to admit mistakes, to partner, and to take on new roles3.
So how could your team start to build more safety, interpersonally speaking?
Continue reading “Creating a psychological safety net for your team”