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Psychological safety promotes better decisions and performance. How can leaders create it?

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Playing it (psychologically) safe

In the news

•

Too much of a good thing. The Great Resignation of the pandemic years—government data shows roughly 98 million people left their jobs in 2021 and 2022—shone a light on toxic work cultures. But an insincere brand of niceness doesn’t actually fix toxicity, which is generally defined as environments that are not inclusive. According to psychology professor and author Tessa West, too much niceness doesn’t equate to empathy and can prevent managers from giving the critical feedback that helps people grow. [Fortune]

•

Under pressure. One organization estimates that anxiety and depression cost 12 billion working days, to the tune of $1 trillion in lost productivity across the globe each year. Organizations have committed everything from apps, free therapy, and assistance hotlines to help employees, but many workers are still stressed by their jobs. If the problem exists at an organization-wide level, then training programs will do little to help, one CEO says. Even if these initiatives survive postpandemic, they might not be accompanied by strategies to address unmanageable workloads, which may increase as persistent labor issues reduce staff. [FT]

According to one McKinsey survey, an overwhelming 89% of employee respondents said they believe that psychological safety in the workplace is essential.

On McKinsey.com

•

The power of psychological safety. Social scientists consider psychological safety—feeling free to openly disagree and bring up concerns without fear of retaliation—a basic need that’s vital to personal well-being. Research reveals that psychological safety at work strongly predicts team performance, productivity, and quality—and is even connected with better overall health. Open lines of feedback and communication can cultivate more creativity and inclusivity. According to a survey led by McKinsey senior partner Aaron De Smet and colleagues, leaders can promote this environment by engaging in supportive, collaborative behaviors such as open-dialogue skills.

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Developing inclusive leaders. Creating psychological safety in the workplace requires an investment in developing empathetic and compassionate leaders. Organizations can formalize a commitment to psychological safety by reducing the stigma around mental health, offering leadership training that goes beyond a one-off presentation, and incorporating skill development into leaders’ daily work. Explore three leadership styles that best foster psychological safety at work.

Create a safe space at work

— Edited by Gwyn Herbein, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:33 - 2 Aug 2023

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Psychological safety promotes better decisions and performance. How can leaders create it?

Playing it (psychologically) safe

In the news

According to one McKinsey survey, an overwhelming 89% of employee respondents said they believe that psychological safety in the workplace is essential.

On McKinsey.com