Messing with my people?
"Low psychological safety is not some sort of process error, it's a management dilemma." Jason Galeener
The other day I was communicating with my team about a customer interaction. From what they shared, the customer sounded a bit curt and abrasive. My inner flame was lit. I have this 'mama bear' loyalty to my people. Mess with them and I'm coming after you. This is, of course, psychological safety I'm referring to. Your people must know they are safe under your leadership - safe to offer criticism, safe from outside threats, and safe to make mistakes.
This is not automatic. You must introduce safety to your people and promote it often. In the case of customer interaction, my team knows we will go the extra mile to serve our customers, getting them to a yes. They also know I won't stand for them being mistreated. I would rather bid farewell to a customer before they belittle or berate any of my people.
I take ownership in my team's failures knowing that I'm responsible for all they do or fail to do. I also take ownership in their safety. They know this and I constantly ask for their feedback on how we are doing - what improvements they might suggest. I hold them accountable and we maintain standards but I don't nit-pick their comings or goings, question when they take breaks, or need to know their every move. Early on I established trust and I often tell them I trust them and that they are safe here. Psychological Safety does not happen organically.
So, as they shared the customer interaction story, I became heated and my people could tell. Fortunately, as they described the situation further, the customer came around and treated them ok. I was pleased to hear that but reiterated I would not allow them to be mistreated by anyone. They were safe under my leadership.
Mess with my peeps? Bad call.
Make it Personal!
Rob
Rob Campbell