Leadership and psychological safety - tips and tricks

Are you a young leader? Or a First time manager? Or a seasoned leader who would like to get inspired? Then, this webinar is for you!

Gitte has been working with tech teams, leaders and managers for more than a decade, and in this session, she will share a bit of what is needed to be a great leader and a lot of practical tips and advice about how to do this

https://www.linkedin.com/events/leadershipandpsychologicalsafet7161678064412835840/about/

Transcript

1. Leadership and Psychological Safety Practical Tips and Tricks Gitte Klitgaard Native Wired February 29th 2024
2. Pronouns: She/her @nativewired.bsky.social
3. Why I talk about this 3 @nativewired.bsky.social
4. During * The state of the world * Responsibility towards * Your organisation * Your reports * Yourself * Top 3 dos and don’ts * Wrap-up 4 Structure for Today @nativewired.bsky.social
5. The Whole Thing 5 During * The state of the world * Responsibility towards * Your organisation * Your reports * Yourself * Top 3 dos and don’ts * Wrap-up Info for after * Contact information * List of tips and tricks * List of references I will upload to speakerdeck once the two lists are updated @nativewired.bsky.social
6. 6 The State of the World Brexit AI and data NFT Crypto currency Remote work @nativewired.bsky.social
7. Gallup: State of the Global Workplace: 2023 report 7 Employees in Europe
8. * The world change faster and faster * The systems become more and more complex * People are not happy at work 8 Leaders’ Role @nativewired.bsky.social
9. The best way to predict the future is to create it. Abraham Lincoln (Maybe) We need to change our organisations and our leadership 9 @nativewired.bsky.social
10. * The world change faster and faster * The systems become more and more complex * People are not happy at work To accommodate this, we need * Motivated people * Innovation over predictability 10 Leaders’ Role @nativewired.bsky.social
11. * The world change faster and faster * The systems become more and more complex * People are not happy at work To accommodate this, we need * Motivated people * Innovation over predictability * Flexibility, collaboration, brain power * All the brains we can get 11 Leaders’ Role @nativewired.bsky.social
12. Motivation and Innovation 12 Lead to Amazing things @nativewired.bsky.social The leader plays a big part in creating a good environment for this
13. Towards your organisation * Enable people to do great work Towards your reports * Create a good workspace Towards yourself * Take care of you 13 Three Responsibilities @nativewired.bsky.social
14. Towards your Organisation 14 @nativewired.bsky.social
15. Daniel Pink (2009) * Autonomy * Mastery * Purpose * Intrinsic motivation over reward 15 Motivation @nativewired.bsky.social
16. * 1965: Edgar Schein & Warren Bennis: “In order for (discomfort) to lead to an increased desire to learn rather than to a heightened anxiety… An environment must be created with maximum psychological safety” * 1990: William Kahn ”Psychological safety is being able to show and employ one's self without fear of negative consequences of self-image, status or career" 16 Psychological Safety @nativewired.bsky.social
17. 17 Project Aristotles Psychological safety Dependability Structure & clarity Meaningful work Impact of work @nativewired.bsky.social
18. 18 Expectations ”I keep forgetting that I role model more than I assume; and without clear expectations, I create wrong implicit expectations” Marcin Floryan @nativewired.bsky.social
19. Sometimes we forget that leadership is a skill in itself 19 @nativewired.bsky.social
20. Leadership needs to change 20 Being able to know all and tell people what to do Setting the frame to enable people to succeed @nativewired.bsky.social
21. 21 Responsibility will be different Boss Manager Team Team Manager @nativewired.bsky.social
22. 22 Different Role Modelling From craft To behavior @nativewired.bsky.social
23. And the super hard things that needs to be done * Difficult conversations * Say no * Conflicts * Fire people * (and for me: the admin work) 23 The Hard Stuff @nativewired.bsky.social
24. Towards your reports 24 @nativewired.bsky.social
25. * Self-leadership * Trust people * Show vulnerability and fallibility * Consistency, consequence * Authenticity * Truly listen * Have empathy 25 Human Skills @nativewired.bsky.social
26. * Figure out how they tick * Set expectations * Follow-up * Agree on accountability * Set direction * Challenge * Make sure they know you are there to support 26 Building a relationship @nativewired.bsky.social
27. * Make them clear * Make them explicit * Make them relevant * Make them personal 27 Expectations @nativewired.bsky.social
28. * Make them clear * Make them explicit * Make them relevant * Make them personal Example of my expectations: * I expect you to fail; if you do not, it is either because your tasks are too easy, or that you feel unsafe. In both cases we need to change something 28 Expectations @nativewired.bsky.social
29. * What good accountability is not: * Making sure we have someone to punish if anything goes wrong 29 Good Accountability @nativewired.bsky.social
30. * What good accountability is not: * Making sure we have someone to punish if anything goes wrong * What good accountability is: * Agreement on area of accountability * Give account * Own the area 30 Good Accountability @nativewired.bsky.social
31. Towards yourself 31 @nativewired.bsky.social
32. * It is hard work to be a leader * And it is not going to get easier * Ask for help * Say no * You cannot do everything * Keep learning and develop yourself 32 Take care of yourself @nativewired.bsky.social
33. The Changes 33 @nativewired.bsky.social
34. * Companies need to * Appoint leaders with people and leadership skills * Have a learning (and failing culture) * Look to and embrace research and science * “Strong leader” needs to be redefined * The leaders need support, training, coaching and mentoring to become good leaders 34 The changes in organisations @nativewired.bsky.social
35. * Leaders need * To move from modelling craft to behavior * Different focus and responsibilities * Self-leadership and self-development 35 The changes in leaders @nativewired.bsky.social
36. My top 3 Dos and Don’ts 36 Do * Set clear expectations * Follow-up * Create good conditions for people to flourish @nativewired.bsky.social
37. My top 3 Dos and Don’ts 37 Do * Set clear expectations * Follow-up * Create good conditions for people to flourish * Don’t * Tell people how to do things * Try to be perfect * Give only negative feedback @nativewired.bsky.social
38. * There is a lot to being a leader * Start and then grow * Ask for help * Organisations need to support * It will be a journey * Don’t travel alone 38 Wrap-up Thanks to Daniel Hommel and Jakob Wolman for thought-provoking conversations @nativewired.bsky.social
39. I love connecting gitte.klitgaard@yahoo.dk Looking for a workshop or a talk? Thinking about getting some leadership coaching and guidance? Want to be coached? Anything else I can do for you? Get in touch J http://www.nativewired.com/ dk.linkedin.com/in/gitteklitgaard/ @nativewired.bsky.social
40. * Truly listen * Expectations * Follow-up * Provide feedback regularly * Say no * Count if you struggle to stay silent * Be present and available * Ask for help * Write things down * Remember you need to learn and get better * Find a mentor, coach, peer group, community 40 Tips and tricks collection @nativewired.bsky.social
41. J.B. Rainsberger * Alfie Kohn, _Punished by Rewards_. * Two more models of motivation that I find helpful: https://dhemery.com/posts/2005/05/motivation/ and https://www.amazon.ca/Truth-About-Employee- Engagement-Addressing/dp/111923798X Peter Hilton * A short article about comfortable silence: https://hilton.org.uk/blog/comfortable-silence * Other comments can be found here 41 Tips from other participants: @nativewired.bsky.social
42. * A good intro to psychological safety is the TEDx of Amy Edmonson: Building a psyhologically safe workplace https://www.youtube.com/watch?v=LhoLuui9gX8 * Kahn, William A. (1990-12-01). "Psychological Conditions of Personal Engagement and Disengagement at Work". Academy of Management Journal. 33 (4): 692–724. doi:10.2307/256287. ISSN 0001-4273 * Gallup State of Work report 2023 * Post about mismatch between science and what we do 42 Links and references @nativewired.bsky.social
43. * Erin Meyer: “The Culture Map” * Kahn, William A. (1990-12-01). "Psychological Conditions of Personal Engagement and Disengagement at Work". Academy of Management Journal. 33 (4): 692–724. doi:10.2307/256287. ISSN 0001-4273 * Amy Edmonson: “The fearless organisation” * Daniel Pink: “Drive: The surprising thruth about what motivates us” 43 Books and references @nativewired.bsky.social