It may come as no surprise that the pandemic, global geopolitical crises, and the spiralling cost of living are bringing people down. The goal is to foster an environment that allows for honest feedback delivered in a respectful way. In teams that lack psychological safety, people often appear defensive and hold back or obscure their real opinions. Make sure you listen closely with the intention of understanding the thoughts and perceptions of your team members. To do so, you need to connect on an emotional level to build trusting relationships. Your role is to understand their day-to-day challenges, provide support, and instill confidence so that they can perform at their best. This involves regarding the team member as not just an expert but as a person who may have certain needs to become more proficient at their job. After all, what is the point of surrounding yourself with experts if they are too afraid to speak up and challenge the person in charge? Simply put, this is a person that focuses on the opportunities over the challenges, provides a source of comfort, and offers others a sense of energy to take risks and create change. To get the best out of your team members, you need to become a “secure base leader”.
2.Create an environment of psychological safety In doing so, Meghan succeeded in building a virtual team that crossed borders and continents.
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Once she had labeled the anxiety this created, she turned to a coach to learn how to conduct meetings via Zoom and attend them effectively. She also had to come to terms with the fact that she wasn’t good at presenting herself on screen. Meghan quickly realized that she would need to turn to younger IT experts to learn how to take her operations online. In her late 40s, Meghan had been promoted due to her technical skill, but lacked the knowledge around the digital tools that could help her team to keep doing their jobs effectively. When Meghan was promoted to a senior position at her company right before the COVID-19 pandemic struck, she was tasked with running a team that immediately had to get to grips with working from home. At other times, you should step back and allow others with expertise to shine. There may be occasions when you need to upskill to become more proficient in your role. Once you are honest with yourself about your weaknesses, you will be able to identify what you need to learn and when to rely on others. Executives who try to do it all due to the fear of exposing a lack of proficiency risk damaging their organizations. If you are disappointed or anxious, it’s important to be able to label that emotion before moving forward. Be honest about your emotionsĪs a first step, all leaders should examine how appearing less-than-competent makes them feel. In today’s world, the most successful executives have moved beyond command and control to empower others to do their best work. The good news is that you don’t need to be an expert in everything to be a good leader. This is particularly the case in the field of cybersecurity, where all leaders, not just chief information officers, must think about security across all aspects of their business. Yet the speed of technological innovation – and the risks that come with it – mean managers may well need to tap far younger employees for advice. But the rapid advance of new technologies – from blockchain to augmented reality – and increasing demands to solve complex issues and satisfy multiple stakeholders can make it impossible for one person to stay on top of everything. As a leader, you may be used to being the most competent person in the room - your functional expertise having played a major part in propelling you up the corporate ladder.
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