A physically safe work space needs to understand psychological safety
Interpersonal safety, or how psychologically safe people feel, is key to the flow of information through hierarchy or geography in all collectives we are part of. In systems where there are high levels of physical safety risk (agriculture, chemicals, forestry, construction, health, mining, etc), it is imperative there is a psychological safety leadership strategy to complement the elevation of physical safety.
Safety is quite rightly a priority for these industries. In Australia, there have been 169 fatalities this year (59 in New Zealand) with approximately 500,000 people experiencing a work-related injury. The World Health Organisation states that 4-5% of the world’s GDP is lost to workplace-related injuries, fatalities, and illness. They suggest that 70% of this is caused by unsafe decisions.
Fear and interpersonal fear are blocks to information flow and have the potential to create very damaging misinformation.
I often work with leaders in high-risk industries. If fear interferes, people:
don’t speak up with ideas, questions, concerns
don’t share risks or information
will blame others
will group think and draw to status quo
will allow their ego to take over (pride)
will not seek, give, or receive feedback
will not talk with candour or courage (but with silence or dominance)
take a short-term perspective
will minimise risks or incidents (maybe even silence reporting them)
will not ask for help
will become complacent to risk
Recognise any of these?
High performance leadership understands how to create a climate characterised by open flow of two way information. Thats how we minimise these interpersonal fears and encourage proactive and safe behaviours.
Psychological safety leads to sustainable high performance AND better physical safety.
How we could work together
1. High Performance Teaming programs for your team
2. Leading Safety: High Performance Safety Cultures
3. Executive 1:1 program
4. Keynotes