He suggests using these 7 questions to evaluate someone’s personal impact on psychological safety.
✔️ Presence: Someone’s presence has an impact on the tone and tenor of a meeting. When they enter a room, does their influence warm or chill the air?
✔️Collaboration: When they collaborate with their peers, does their influence accelerate or decelerate the speed of discovery and innovation?
✔️Feedback: Fear breaks the feedback loop. If there’s pervasive fear, people filter or withhold feedback. Does your influence increase or restrict the flow of feedback?
✔️Inquiry: Telling has a tendency to shut people down, while asking has the tendency to draw people out. Does their influence draw people out or shut them down?
✔️Dissent: Dissent is critical to making good decisions by thinking carefully about different potential courses of action. Do they encourage and reward dissent or discourage and punish dissent?
✔️Mistakes: Mistakes are clinical material for learning and progress. Do you celebrate mistakes and the lessons learned or overreact and marginalise those who make them?
✔️ Unvarnished Truth: No one likes to hear the unvarnished truth when it’s unflattering. And yet we need to hear it or suffer the consequences of wilful blindness. Can people tell them what they don’t want to hear?
As the nature of our workplaces changes skills that were once overlooked will become more important. Hard skills while still vital become quickly outdated and soft skills are the new power skills.
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