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Tips to encourage emotional safety at work

Tips to encourage emotional safety at work

Do you work in a management role, and you would like to improve relationships within your team? In this article, you will find some guidance on how to encourage emotional safety at work. Discover different approaches to improve relationships and help your team members thrive.

The term psychological safety comes from the work of Dr Amy Edmondson, a Harvard University professor. Dr Edmondson described it as the ‘absence of interpersonal fear’. It is a shared belief that one will not be punished for expressing ideas and concerns and asking questions. It is the belief that people are allowed to admit their mistakes and take risks.

What are the benefits of emotional safety within the team?

When people feel emotionally safe in the workplace, they are more engaged and productive. They feel supported and able to express their views. Some of the benefits include making fewer mistakes and more freedom to explore creative ideas. People will be able to effectively learn from their mistakes and more likely to share their learnings with others. When individuals feel safe, they will be able to bounce back quickly from setbacks. The organization’s reputation could improve, which would make it easier to attract new talented employees.

How can you develop emotional safety?

  1. Show your team you are engaged: If you would like your team to be more engaged, you need to show that you are engaged in your work. Listen carefully to what your team members tell you and let them know that you understand their concerns. Do you give lots of advice to people when they share their concerns? Try to pay more attention to your everyday conversations and notice how often you give advice.
  2. Before you launch into sharing your suggestions, try to slow down. Ask more questions about the situation, and the challenges, and see if the person you are talking to might have some ideas about how the issues can be resolved. When you refrain from giving people advice straightaway, people feel more empowered to think of responses.
  3. Be a role model: Think about all the qualities you would like your team to demonstrate. Would you like your team members to be more organised? Make sure that you keep your word, and pay close attention to detail. Follow up on actions you have committed to and avoid being chased.  Before you ask your team to go above and beyond what is expected, you must demonstrate this. If you ‘walk your talk’, people will find it easier to trust you and they will start considering you as a role model.

Imagine that people at work could somehow look into your personal and professional life. Things would be transparent to them for a while: the quality of your relationships, your e-mail box, the conversations you have in a day, and your responses to challenging situations. Would you be proud of what they would see? Would you like to change anything?

Create a non-judgmental environment

It is essential that you avoid blaming other people for mistakes and you refrain from talking negatively about other people. Your team members need to feel that they can share their challenges and feelings with you without being open to criticism. They need to know that you can keep things confidential. It is helpful to encourage your team to be supportive and non-judgmental towards each other. If your team is going through a challenging time, meetings could be a good opportunity for people to express their concerns. If a team member talks negatively about colleagues, talk to them, and remind them that criticism will not be tolerated.

Become more self-aware

Effective managers are strongly self-aware and conscious of the words they use when providing feedback. They can tailor their management approach to the individual based on the person’s needs and context. Their management style is supportive, encouraging and empowering. When a staff member trusts their manager and they have a supportive relationship, it is easier to overcome work problems. To become more self-aware, you can learn more about your strengths and weaknesses. You can take the time to look closely at your decisions and effectively manage your emotions (especially in stressful situations).

Be open to feedback

Many of us are devoted to continuous learning. We enjoy receiving individual coaching as well as mentoring other people.  At times, we feel uncomfortable asking for feedback as we may fear harsh criticism. It can, however, be enlightening to ask for and receive genuine feedback from others. You could proactively ask for others’ insights.  You need to be able to hear people’s thoughts even if some of those might initially be uncomfortable. Receiving feedback can be key for your professional development. Before you make significant decisions, you could ask your team for their insights. This will help you to see situations from different perspectives and to make more effective decisions.

Recharge your batteries

Supporting individuals can be a real challenge when you struggle with your own mental health concerns. You need to focus on self-care to ensure your own personal well-being. Many of us are very good at looking after others, however, tend to ignore our personal needs. We encourage others to take regular breaks from work, to exercise, to rest more, however, we do not always ‘walk our talk’. Taking time out to regularly recharge the batteries can make a positive difference to your well-being.

Champion your team

Do you spend your day spinning lots of plates and trying to juggle competing responsibilities? When you are under pressure, it can be easy to forget to say ‘thank you’ to staff members. You must acknowledge the hard work of other people and express your appreciation for their efforts. Take the time to celebrate their achievements, no matter how small or large these might be.

Social safety and inclusion at universities

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Henrietta Nagy

Henrietta Nagy is a seasoned portfolio worker with over 10 years’ experience in the UK education sector. Henrietta writes educational content, designs academic courses, delivers university lectures, mentors entrepreneurs, and provides career development coaching. One of Henrietta's recent organisational clients is the Oxford University where she has facilitated over 100 hours of learning events. With 9 years of higher education studies internationally (including an MBA), she has worked with CEOs, academics, scholars, managers, women entrepreneurs, academic administrators and other consultants.

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