Harvard organisational behavioural scientist Amy Edmondson first introduced the construct of ‘team psychological safety’, which she defined as a ‘shared belief held by members of a team that the team is safe for interpersonal risk taking’. It’s a shared assumption...
Becoming a transformational leader requires that we transform ourselves. So how do we do that fundamentally and sustainably? Unfortunately, every leader I’ve ever worked with uses self-shame as the most common tool for self-improvement. But this actually does more...
To create a psychologically safe environment and growth culture in our organisations, how we give feedback is every bit as important as how we receive it. Here are a few principles for giving feedback in a way that helps people, rather than harming them. Keep it...
We all have a hard time accepting tough feedback. We all want to be seen for our best qualities, and we want to defend, explain and justify our weaknesses. When avoiding accountability, we typically defend, deny, rationalize, blame—anything and everything to avoid...
The Leadership Practices Inventory 360° created by Jim Kouzes and Barry Posner is an assessment tool to measure leadership effectiveness. Team members are asked to rank their leaders on 30 behavioural statements. Of the 30, the worst scoring one of all is, ‘Asks for...
