Compliance is not enough

Monday’s ABC Four Corners program "Don't Speak" has cast a spotlight on the critical issue of workplace bullying and the harmful culture of silence that persists in many organisations. People sometimes ask for clear examples of the kind of behaviour that the Psychosocial Hazards updates to Work Health and Safety legislation cover. The 4 Corners “Don’t Speak” program gives many clear examples across the full spectrum. It serves as a stark reminder of the devastating consequences when these risks are ignored, including severe mental health impacts and, in the worst cases, loss of life. We need to do better!

Organisations are already starting to see action based on the new laws. But guess what - changing legislation on its own, won't change behaviour. 

As in physical safety, exemplar organisations have already embedded culture which supports speaking up, asking questions, encouraging diversity, respect, and valuing contribution. They go way beyond compliance, embedding psychological safety and responsibility as key ingredients of high performance.

There’s many practical ways to do exactly that. What does your organisation do about it?

If you’d like a hand with it in your teams, let me know I’d be delighted to assist.

The Dark Side

Psychological Safety (PS) is confidence that you won’t be embarrassed, rejected or punished (by boss or team) for speaking up, sharing ideas, asking questions and providing feedback. 

So far we’ve seen that Musk encourages all of these, especially in the development of the products his companies create. It is far from a perfect picture however. Let's look at Musk’s behaviour which reduces PS. BTW, few (If any) of us  are perfect in this regard. This is intended to provoke reflection.

• “You’re an idiot” - Musk will often use language like this. It damages PS  by  directly attacking a person, rather than an open conversation about the problem. It also doesn't give any suggestion or support for improvement.

• “Your resignation will be accepted” - When people push back on timeframes, safety or variability of an idea/solution, Musk resorts to ordering them to do it while threatening their job. There are examples of this making teams go further/faster than they thought possible, but they don’t feel safe. This kind of behaviour leads to people covering things up, rather than telling the full story. Arguably, it was precisely the same behaviour that caused the Challenger space shuttle explosion.

• Ignoring sound advice - Musk puts arbitrary time frames on delivery that are often completely unobtainable. He has a litany of promised features behind him that have been confidently announced and not achieved. Parts of his team acknowledge that this has pushed them further/faster, however there is also chaos in the wake. I like Gilbert Enoka’s (former All Black’s Mindset coach) approach to this. He says targets need to be out of reach but not out of sight. When we can’t conceive it being achievable, a target can demotivate. If it’s too easy it won’t motivate us either. Musk could maintain the relentless drive for innovation and progress while making it more safe (and fun) by setting better gaps. It would do a lot for the believability of his promises too.

How do you personally create or contribute to the PS of your working environment? Are your behaviours net positive or negative?

If you want some insight into one of the most controversial and significant “movers and shakers” of our time, I’d highly recommend “Elon Musk”, by Walter Isaacson. It’s current up to 2023. The book was the catalyst for this series.

Into the unknown…

Image by Tracy Peltier from Pixabay

“So much depends on the outcome of … [insert your process, enquiry, application, etc here]”

I met with three CEO’s last week who echoed a theme. Much of the short to mid term future in their organisations depends on the outcome of things outside of their control. In each case, the outcome/s will require their organisation to change. The outcome/s will also dictate how palatable those changes will be. Whatever happens, there will be change and it will be reactive in nature.

“People are uncertain,” they told me.

Uncertain environments make detail difficult to map. Forecasting various probable outcomes is important work, but can add even more uncertainty.

Maybe you can relate. I know I can.

It's worth remembering that humans have always faced uncertainty. It is uncomfortable and we are pretty good at it. Like those 3 CEO’s you’ve got this.

Here are few things we can do in uncertain times to inject certainty for ourselves and those around us:

• Big picture - Where detail is lacking focus on the big picture. What direction are we heading in? What’s our Why? Is our purpose clear? Are there non-negotiables and principles to bring into focus? When detail is lacking, big picture guidance adds certainty. It gives clarity about what will guide future decisions. Focus on elements that fundamentally won’t change regardless of outcomes and future changes.

• Best Behaviour - Double down on how you treat each other. Focus on and reinforce the best of how people interact with each other in your organisation. When the going gets murky at our house, my partner and I call each other to kindness and integrity. Regardless of what happens, we at least have some certainty about how we will ‘be’ with each other.

• You know how to weave! One CEO, calling on her Maori heritage, likened the situation to being in a place where you don’t know what plants to gather to find the fibres to weave the mat. I reminded her that even if she didn’t know the plant, she could recognise a weavable fibre, and still knows how to weave. Whatever happens next, you know more than you think you do. Bring your deep knowledge and experience with you. The details of execution may be up for change, but you still know how to weave.

Do They Know

All she was doing was requesting some leave. Leave she was owed, no special requests. And yet days had gone by with no action. She told me, I’m waiting for the right moment. Her boss had to be approached when he was in ‘the right mood’ or otherwise the reaction could be unpredictable. Really? For leave?

I’ve had a few conversations like these lately where people are tiptoeing around colleagues, and people up and down the line. And we are all human - bad days where we are not operating at our best, or as our best self are going to happen from time to time.

But one of the best things leaders and teams can do for each other is consistency. We can’t predict all the things that will happen in our workplace. Ideally though how we will respond should be really predictable. And it should instil confidence not fear. Our behaviour to each other is one of the elements we can control and enables teams to build a sense of certainty regardless of the situation and workload.

If as a leader you are feeling a bit frayed at the edges, it might be time to reset. For teams, it's well worth a conversation to establish how we will be, regardless of what we have to do.