cultuur

Psychological safety—a shared belief among team members that it’s OK to speak up with candor—has become a popular concept. However, as its popularity has grown, so too have misconceptions about it. Such misunderstandings can lead to frustration among leaders and employees, stymie constructive debates, and ultimately harm organizational performance. In this article the authors identify the following six common misperceptions: Psychological safety means being nice; it means getting your way; it means job security; it requires a trade-off with performance; it’s a policy; and it requires a top-down approach. They explain why each misperception gets in the way and give advice on how to counter it. They also offer leaders a blueprint for building the kind of strong, learning-oriented work environment that is crucial for success in an uncertain world. Leaders should clearly communicate what psychological safety is and what it isn’t, and take steps to improve the quality of conversations and to establish structures and rituals that will help teams assess their progress in building a psychologically safe environment.

There’s a widespread understanding that managing corporate culture is key to business success. Yet few companies articulate their culture in such a way that the words become an organizational reality that molds employee behavior as intended. All too often a culture is described as a set of anodyne norms, principles, or values, which do not offer decision-makers guidance on how to make difficult choices when faced with conflicting but equally defensible courses of action. The trick to making a desired culture come alive is to debate and articulate it using dilemmas. If you identify the tough dilemmas your employees routinely face and clearly state how they should be resolved—“In this company, when we come across this dilemma, we turn left”—then your desired culture will take root and influence the behavior of the team. To develop a culture that works, follow six rules: Ground your culture in the dilemmas you are likely to confront, dilemma-test your values, communicate your values in colorful terms, hire people who fit, let culture drive strategy, and know when to pull back from a value statement.

Taking things personally at work is not a sign of weakness, but a reflection of your passion, commitment, and deep sense of responsibility. But what if your professional role has become too intertwined with your sense of self. While equating your value as a person with your performance at work is common, it’s also possible to break free from the pattern. In this article, the author offers five strategies for how to approach situations with more objectivity so that you can navigate your professional journey with greater clarity, balance, and effectiveness.