The Skills Gap: Business’s Greatest Risk and Greatest Competitive Advantage
The Skills Gap: Business’s Greatest Risk and Greatest Competitive Advantage
One of the most underreported risks in many boardrooms today is the risk of lacking the right competencies to deliver on the organization’s mission – both now and in the future. This is where strategic workforce planning becomes critical.
Most leadership teams already recognize it: competence is business-critical. Yet, unlike financial, legal, or market-related risks, strategic workforce planning is rarely managed with the same level of systematics.
Strategic workforce planning drives competitiveness
LinkedIn’s Workplace Learning Report 2025 shows that only one third of companies have a structured approach to workforce planning. Those companies also outperform others across all key metrics: profitability, AI adoption, and talent attraction.
Add to this that 70% of today’s roles will change by 2030. The risk is already here. The question is not if – but how quickly boards and leadership teams take responsibility for making strategic workforce planning a business-critical priority.
Three steps to build systematic workforce planning:
- Start with strategy. What must you be able to do in five years to remain relevant?
- Prioritize a few critical competencies. Keep it manageable and measurable.
- Make it a leadership responsibility. Follow up as systematically as with any other strategic risk.
When strategic workforce planning moves from the HR agenda into the boardroom, everything changes. It becomes not just a question of development – but of future competitiveness.
Speaking of competitiveness: read more in this blog
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Leadership is shifting – and the future is being shaped right now
Leadership is shifting – and the future is being shaped right now
Leadership is being fundamentally reshaped. What used to be about giving clear orders is now about listening, spotting patterns – and leading when the map keeps changing.
Expectations are high. And they come from all directions. Employees want clarity and empathy. The organization wants results. Society demands responsibility and sustainability. And technology? It requires leaders who can understand and use it wisely.
The Leadership Capabilities of the Future
At Doings, we’re right in the middle of this transformation. We train leaders every day – in practice, in the real world. And we clearly see what’s shaping future leadership. Eight capabilities stand out in the research as critical to meeting tomorrow’s demands:
- Digital & Hybrid Competence – Leading in an AI- and data-driven world
- Purpose-Driven Leadership – Creating direction that resonates and lasts
- Adaptive Capacity – Navigating uncertainty and staying balanced in change
- Emotional Intelligence – Building trust through empathy and understanding
- Learnability & Curiosity – Leading yourself and others in continuous growth
- Psychological Safety – Creating teams where differences elevate and mistakes teach
- Sustainability in Practice – Leading with care for people and planet
- Systems Thinking – Seeing patterns in complexity and making wise decisions
This is not a passing trend. It’s a shift at the core. A new contract is forming – between leaders, organizations, and society. Future leadership isn’t just coming. It’s already here. And we see it unfolding every day.
Today’s Leaders Need Support to Do the Right Thing
We meet leaders who are “doing everything right” – yet still feel they’re falling short. We hear the frustration from those trying to hold hybrid teams together without the right tools or conditions. We see the courage of leaders who let go of control to invite others into the direction. And we’ve seen how small, concrete moves – like linking team goals to a greater purpose or creating space for reflection – can set an entire culture in motion.
And we’ve learned something critical: the most powerful efforts for future leadership don’t start in a program. They start in a real need. A strategic shift. A stuck team. An organization ready to think differently. That’s where we begin. And that’s where we, together with our clients, find the path forward.
So How Do We Support Future Leadership?
By combining the human with the systemic. Making the complex concrete. Translating strategy into behaviors – and practicing them for real.
It takes new perspectives on leadership development. From generic programs to personal journeys. From theory-heavy sessions to continuous micro-learning. From the classroom to hybrid formats that weave together business, self-leadership, AI literacy, and emotional intelligence – with space for reflection, both individually and together.
We don’t develop perfect leaders.
We develop leaders in motion.
Want to see what that looks like in practice?
Read more about how we work with our clients – like Once Upon, for example.
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From Opinion Ping-Pong to Real Dialogue
From Opinion Ping-Pong to Real Dialogue
Dialogue is more needed than ever. As AI and new technologies redraw the map for how we think, communicate, and act – more voices are no longer enough. We need more people who listen. More who understand. And more who act.
To co-create, innovate, and think in new ways, we need more than quick exchanges of opinions. We need conversations that are deeper, slower, and braver. Conversations where we risk being changed. That’s called dialogue.
Open conversations or just opinion ping-pong?
You’ve probably experienced it. A meeting where everyone gets to speak, the atmosphere is respectful, and no one interrupts. Maybe there’s even a clear agenda. And yet – nothing really moves forward. Despite all the opinions, despite the “open climate.”
That’s opinion ping-pong. We toss arguments back and forth. Often respectfully. Sometimes passionately. But mostly, we’re just waiting for our turn to speak. And that’s okay – but it’s not dialogue. It’s discussion.
Discussion has its place
Discussions are important. They help us surface different perspectives, weigh pros and cons, and make decisions. And often, that’s what we need. But sometimes, the person with the most status, energy, or stamina gets their way – while others go silent.
That’s when we need something more. Not just to hear each other – but to truly understand.
Dialogue is something else
In dialogue, we build on each other’s thoughts – rather than just positioning our own. We think together.
We often describe conversations as moving between four fields:
- Politeness zone – we share updates, keep it light, focus on the group and “we”
- Discussion zone – we defend, explain, argue, and focus more on “me” and “my opinion”
- Dialogue zone – we allow ourselves to be influenced, reflect, explore
- Metalog zone – we think together, and new ideas emerge
Most conversations stay in the first two zones. That’s not wrong. But it’s only in dialogue – and what we call metalog – that real learning, innovation, and shared understanding become possible.
Dialogue is a mindset
So what does it take to create dialogue? Above all, it’s your own intention. Choosing to enter the conversation with a willingness to understand – and to be changed. Being open to the idea that the other person’s words might actually affect your own thinking.
When you shift into this dialogue mindset, the way you listen changes too. You don’t just hear the words – you tune into what’s being stirred in yourself.
A few practical tips:
When you listen – decide to let yourself be influenced. Ask yourself:
- What thoughts or associations come up as the other person speaks?
- What feelings are triggered in me?
- What new ideas are sparked by what I’m hearing?
And when you speak – build on what the other person has said:
- “When you said that, I started thinking about…”
- “That reminded me of…”
- “Something came to mind when you shared that…”
- “That makes me wonder – could it be that…?”
And most of all – let go of performance. You don’t need to have the smartest answer. Just be present and curious. Dialogue takes courage – but it’s in that space where true understanding, collaboration, and innovation begin.
Good luck!
P.S. Speaking of courage – dialogue requires psychological safety. Want to learn more? Read our post: Psychological Safety – no darn cuddle fest!
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Psychological Safety and Social Work Environment: What's the Difference – and Why Does It Matter?
Psychological Safety and/or Social Work Environment
Psychological Safety and Social Work Environment: What’s the Difference – and Why Does It Matter?
Psychological safety and the social work environment. Two concepts often mentioned together – but are they the same? The answer is no. While both are critical for successful organizations, they serve different purposes and require distinct approaches. Let’s break down their differences and why understanding them is key to creating sustainable and high-performing workplaces.
Psychological Safety: The Key to Team Effectiveness
Amy Edmondson’s research has put psychological safety on the map – and for good reason. It’s about creating a workplace where team members feel safe to take risks, share ideas, and admit mistakes without fear of negative consequences. This is essential for innovation, learning, and high-performing teams.
When psychological safety is present, teams make decisions faster, solve problems more effectively, and collaborate better. It’s about team dynamics – how individuals interact – rather than individual feelings of comfort or stress.
Social Work Environment: The Foundation for Well-Being
The social work environment is a broader concept that encompasses work-related factors affecting employees’ mental health and well-being. These include workload, leadership, workplace relationships, and work-life balance. A healthy social work environment reduces the risk of stress, burnout, and absenteeism.
In other words, the social work environment focuses on well-being and health, while psychological safety centers on a team’s ability to perform and grow.
Where the Concepts Meet – and Clash
Despite their differences, there is overlap. A team might have a positive social work environment but lack psychological safety. This means employees feel comfortable but still avoid challenging ideas or questioning decisions – stifling creativity and growth.
Conversely, a team might experience high psychological safety despite a less-than-ideal social work environment. Team members may feel safe sharing their thoughts even in high-stress situations.
Why It’s Important to Distinguish Between the Two
To build successful and sustainable workplaces, it’s crucial to understand that psychological safety and the social work environment are not the same. They serve different purposes and require different approaches. It’s worth noting that organizations are (according to Swedish law) legally required to work systematically with the social work environment, while creating psychological safety in teams is entirely optional.
However, it’s now clear that those who fail to recognize how psychological safety drives team effectiveness risk falling behind. It may not be a legal requirement, but it’s essential to stay ahead in a competitive landscape.
Read more : Psychological Safety – no darn cuddle fest!
Eva Lindvik
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Achieve Maximum Success Through a Focus on Safety, Equity, and Power
Achieve Maximum Success Through a Focus on Safety, Equity, and Power
Somewhere during the pandemic, the concept of psychological safety truly started to gain traction in organizations. It became a gateway to areas previously referred to as equality, diversity, inclusion, and belonging. For someone like me, who has worked tirelessly in these fields for years, it was remarkable to see how people suddenly paid attention: “Psychological safety, now that’s important.” “It’s on our agenda.” “We’re actively working on it.” “We’re genuinely interested.”
Psychological safety and equity
You shouldn’t underestimate the power of buzzwords. But of course, it wasn’t just a trend—it was backed by solid research from experts like Amy Edmondson and organizations like Google, which highlighted the many organizational benefits of psychological safety.
When equality and diversity seemed far off, psychological safety felt closer. For someone who has always fought for equity—regardless of background, class, or life experience—this was a golden opportunity. And that’s great, but there is more to consider.
Understanding Knowledge and Power
If we’re serious about creating true psychological safety for everyone, we also need to incorporate an understanding of power and privilege. This is because our different backgrounds and experiences shape what we need to feel psychologically safe—safe enough to point out risks, voice differing opinions, and contribute fully with our ideas and expertise.
For instance, if I am part of a minority in the workplace—say, a young transgender person with experiences of discrimination, minority stress, and vulnerability—my background (and my needs) will differ from those of a middle-aged, white, cisgender person with formal power, such as a manager.
Similarly, for someone who is newly hired, speaking up about mistakes may feel riskier compared to someone who has been with the company for a long time. Likewise, if I come from a background where money and networks have been scarce, taking personal risks may feel like a bigger challenge than if I come from a background where financial security and strong networks are a given.
In addition, for someone who belongs to a minority, voicing a dissenting opinion may also carry a higher risk. This is because they might be seen as a representative for an entire group.
Psychological Safety Behaviors – The Foundation for Equity
One reason psychological safety resonates is that research clearly shows it’s a key driver of success for teams and organizations aiming to perform, innovate, and stay competitive in today’s complex world. Additionally, it’s practical—it’s easy to connect psychological safety to concrete behaviors, things we can all practice in our daily work.
Importantly, it always starts with ourselves. Here are three actionable tips:
- Show vulnerability and build trust: Share your own mistakes and the lessons you’ve learned. When you, as a leader or colleague, open up, you signal to others that it’s safe for them to do the same.
- Ask questions and listen actively: Encourage others to share their thoughts and perspectives, especially those who might not speak up first. Use your body language and responses to show you value their ideas.
- Learn about power and privilege: Understand how different backgrounds and experiences shape psychological safety. The more aware you are of your own privileges, the better you can support others. Listen to this podcast, for example.
A First Step
If you want psychological safety to become part of your company culture, start by fostering a conversation about where you stand today. Gather examples of moments when people felt safe—and when they didn’t. These insights will help you set goals and develop concrete action plans for leaders, teams, and the organization as a whole.
Finally, remember: psychological safety is a journey, not a quick fix.
Ellen Landberg
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A Brain-Friendly Workplace – For Improved Mental Health
A Brain-Friendly Workplace – For Improved Mental Health
It’s time to prioritize mental health at work!
On October 10th, it’s World Mental Health Day, an initiative started by the World Federation for Mental Health. This year’s theme is “It is time to Prioritize Mental Health in the Workplace.”
At Doings, we couldn’t agree more – it’s time to organize for mental health, even at our workplaces. The theme is more relevant than ever. We are facing challenges (and opportunities) like accelerated digitalization, economic uncertainty, and geopolitical instability. The work environment (and life in general) is constantly changing, and the demands for adaptability and personal development have never been higher.
Why mental health at work is crucial right now
- Blurring boundaries between work and personal life – Since the pandemic, the separation between work and personal life has increasingly faded, as many companies have shifted to hybrid or remote work models. The once-clear distinction between work hours and personal time is becoming more ambiguous, which can create a sense of insecurity for many individuals. As these boundaries blur, employees often find it difficult to fully “switch off,” and we’ve observed that many feel the need to be constantly available. Which can lead to persistent stress and exhaustion.
- Rising mental health issues – Several studies show that stress-related illnesses, burnout, and anxiety are on the rise. According to WHO, mental health issues cost the global economy approximately a billion USD per year in productivity losses. Failing to prioritize mental health in the workplace is not just a moral issue, but also an economic one.
- A generation with high expectations – Today’s workforce, especially younger generations, has higher expectations from their employers when it comes to well-being and mental health. They value work-life balance and want to work for companies that take responsibility for employee well-being.
Proactively addressing mental health
Our sense of security and predictability is being challenged on multiple fronts, which significantly impacts mental health. On average, we spend about one-third of our waking hours at work—over a lifetime, that adds up to roughly 100,000 hours! As employers, it is more important than ever to prioritize structured efforts to support and improve mental health in the workplace. Because we have the power to make a meaningful difference!
The focus should be on working proactively not just to avoid mental health issues but to strengthen and optimize engagement and performance. Neuroscience gives us important keys on how to work and organize ourselves at our workplaces.
A brain-friendly workplace – 4 tips
How can we better tailor the workplace to align with the natural functions of our bodies and brains? What does research consistently highlight as most effective for supporting mental health? Here are four tips from us:
- Adjust workflows to the brain’s natural rhythms. Research shows that our brains function best in cycles of intense work periods of 90–120 minutes, followed by a break. Employers can encourage employees to work in such “sprints” to maximize both efficiency and well-being.
- Create space for mindfulness and meditation. Introduce mindfulness training at work, which is well supported by neuroscience. Mindfulness has been shown to reduce activity in the part of the brain associated with worry and self-criticism, while increasing the brain’s capacity for concentration and calm. A suggestion could be to have a quiet room where people can take mindful breaks.
- Build a work environment that supports cognitive recovery. Neuroscience shows that we perform best in environments that allow intense focus interspersed with cognitive recovery. Workplaces can offer quiet zones for concentrated work, as well as social and creative spaces where the brain can relax and recover. Digitally, we should also ensure spaces for informal chats.
- Focus on the home work environment too. When designing our workplaces with these tips, it’s good to remember that we need to nudge ourselves and each other, even in hybrid environments. This can mean agreeing on breaks even when working remotely and ensuring that the home environment allows for both focus and recovery. It’s also good to remember that those physical safety checks at the office, like making sure no one trips over a cord, are now needed for the home office too!
The benefits of prioritizing mental health at work
Mental health at work is not just a personal issue for employees; it’s a strategic issue for employers. Companies that prioritize mental health see not only increased productivity and lower absenteeism but also higher employee satisfaction and engagement.
At Doings, we are deeply passionate about these topics— not just because they’re important, but because we’re genuinely fascinated by how people function at their best, both individually and in teams. This curiosity drives us to find innovative solutions that continuously enhance workplace engagement, starting with our own.
We’d be thrilled to help you design a brain-friendly workplace that supports your team’s mental health. Give us a call or reach out to hej@doings.se – we’d love to chat!
All Doers
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Future Competitiveness is Everyone’s Responsibility
Future Competitiveness is Everyone’s Responsibility
Nowadays, almost all of our client engagements revolve around a common theme: strategic workforce planning. Whether it’s employer branding, culture, communication, sustainability, or leadership, the skills of tomorrow are always a critical factor for long-term success and business performance.
Ownership
We’ve made a couple of observations. Or perhaps the first is more of a challenge. In many organizations, strategic workforce planning is still seen as an isolated HR issue—something the “HR department should handle.” Given that strategic workforce planning permeates almost every aspect of the business, this is a rather poor starting point. Thankfully, our second observation is more promising: more and more organizations are realizing that long-term competitiveness is not just built on the right products, technology, or business models. It’s built on how well we mobilize, engage, and develop our employees’ capabilities—for their wellbeing, but most importantly, for the company’s performance and future competitiveness.
In today’s rapidly shifting technological landscape, changing demographics, uncertain global conditions, and employees seeking more than just a paycheck, one thing is clear: workforce planning is no longer an HR silo. It’s a business-critical, strategic issue for the entire organization. To meet this challenge, we need a new approach to workforce planning that connects directly to performance management and overall talent management.
What is Strategic Workforce Planning – Really?
Let’s be honest: the term “strategic workforce planning” doesn’t exactly make anyone’s heart race. It sounds dry, bureaucratic, and mechanical—as if it’s just about placing the right skills in the right positions, without engaging people or unlocking their potential. And as if we already knew exactly what skills we need. That might have been the case in the past when HR could skillfully manage workforce planning and succession planning. But today, we need skills that universities haven’t even identified yet, and that companies are still struggling to define.
What if we started talking instead about “competence-driven growth” or “future capacity”? These might not be perfect terms either, but they signal something different—that we’re talking about development, innovation, and competitiveness, not just administration.
Workforce Planning – A Shared Responsibility
Workforce planning is no longer something that can be delegated to one part of the organization. It needs to be integrated into every strategic decision—from business development to budgeting processes and growth strategies. Leadership must collectively identify and clarify which competencies are crucial for the company’s competitiveness and anchor these in the business plan and the entire organization.
And let’s not forget the power of collective learning and sharing! Talent management isn’t just about developing one’s own skills—it’s about fostering a culture where everyone takes responsibility for their own growth as well as their colleagues’. This collective learning is one of the most powerful drivers of engagement. And as we know, engagement fuels both innovation and performance.
Forward, Upward!
It’s time to rethink how we talk about and work with strategic workforce planning. It’s no longer just about identifying the right competencies. It’s about linking them directly to the strategy, unlocking potential, and ensuring that both individuals and organizations grow together. Future competitiveness isn’t just about having the right people in the right place—it’s about securing the entire business’s future by creating a culture where talent thrives, and the whole company takes ownership of its growth.
All Doers
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Leading with Trust in both Good and Bad Weather
Leading with Trust in Both Good and Bad Weather
Lena Noaksson
Getting employees to enthusiastically follow when everything is going smoothly and the sun is shining isn’t necessarily difficult. However, I believe we often ponder over how challenging it is to lead when circumstances are reversed. When there’s a storm brewing. But is it really so? Have we simply overlooked doing the groundwork – building a trust-based culture?
I dare say that there’s no need for any other keys to successful leadership in a more demanding climate. Not even in more negative change processes such as reorganizations and downsizing processes!
Even in adversity, leadership is about working towards a culture of trust where we create conditions for everyone to be able to, want to, dare to, and understand how we can contribute and engage in what lies ahead.
What is needed is for you as a leader to simply have done your foundational work as a leader before the storms start – you need to have spent at least 20% of your actual time on trust-building activities to build a trust-based culture!
So, honestly, dear leaders, have you done the following to create a trust-based culture:
- Regular conversations with your employees where you manage expectations regarding what you appreciate in their performance and personality, as well as what needs to be developed
- Found out what needs your employees have to contribute in the best way to desired change?
- Transparently informed about everything, all the time?
- Received feedback on your leadership and actually developed your leadership?
- Received input and had dialogues with your employees on how you can become even better together?
- Shared the word and created opportunities for participation – giving everyone the opportunity to contribute with knowledge and opinions (even those who take up the least space)?
- Highlighted good examples and behaviors (which make it easier for others to do the same)?
- Shared (personal) failures and understood the value of turning this into lessons?
- Ensured that you work to maximize each employee’s individual development. So that they are even more employable when they leave your team than when they started?
- Genuinely tried to get to know each person in your team so that you can facilitate co-leadership in the best possible way?
Do you have a score of 10 out of 10? Congratulations – your culture of trust will weather any storm!
Read more here about how we supported a customer in transition.
Do you need support, encouragement, or inspiration in managing a downturn, reorganization, and/or downsizing process? I’m happy to offer you a coffee and discuss further how we can help you build a trust-based culture.
Lena
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BEING on an executive team or WORKING together on an effective executive team?
BEING in an executive team or WORKING together in an effective executive team?
My early perception of executive teamwork might have been somewhat naive; to collectively create innovation, future visions, results for the ENTIRE company. To collaborate deeply with each other and be inspired by different perspectives, fostering effective executive teamwork. And indeed – there have been some really nice glimpses of that, but mostly I’ve been SITTING in the executive team. Not WORKING together, using our full potential as a team. Most of the time has been long stretches of very low contact and collaboration between the different parts of the group. Executive teamwork as a veritable reporting bunker instead of the collaborative and effective team that an executive group should strive to be.
Effective executive teamwork
Here are three puzzle pieces that effectively develop executive teamwork. These have truly helped me, both as a member of the executive team and in my role as a consultant helping executive teams to develop further. Puzzle pieces that move executive teams from being decisions concerning Christmas parties and reporting on own KPI:s, to strategic collaboration champions with responsibility for the whole.
Essentially, there are three questions that need to be answered; Why? What? and How?
Why does the executive team exist?
An exercise we at Doings usually do to sharpen the question of why the executive team (or the organization/team/business area/product/brand) exists, we call “R.I.P. The Executive Team”. A somewhat macabre title perhaps, but oh so effective as an exercise. It involves the group members putting words to what would be missing in the organization if the executive team disappeared right now.
The answers to the question can range from clear strategic leadership to cultural role models or enablers. In the next step, the group reflects on whether this is a desired or actual image. If it is desired (which it usually is), then the work is to define the steps to get there. A first puzzle piece in executive teamwork is now laid.
What is your common mission in the executive team?
I am still amazed at how many people never consider what the common mission of the executive team is and where it comes from. If you ask the question about the mission in an executive team, you will probably get almost as many answers as there are members.
In most cases, the executive team describes its mission based on the sum of the individual members’ different roles and missions. 1+1=2. And that is usually how incentive structures are built – to reward silo structures rather than the whole. This means in practice that the individual needs to report on the KPIs they are measured against.
But that is just part of the truth. The other part, and in the context of executive teams, the superior one, is the role as an executive team’s member. It’s something else and more, where 1+1= 33. It’s a role and mission where everyone wears the company hat (the whole), and where my own area (the part) is not primary. And how do you define that mission? It’s valuable to truly formulate the common mission in writing.
The executive team’s agenda
A corporate leadership has a responsibility for the whole, which also defines which issues should be on the agenda. Is this the forum for the Christmas party or rather for the overall culture? Can you critically look ahead? I.e., can you kill your darlings if it turns out to be a successful strategy for the whole company in the future? How do you view your brand and where it’s heading? I.e., how do you want current and future customers and employees to perceive you, and what can you as an executive team give each other to succeed as a whole?
When the agenda reflects the strategic level you as an executive team want to be at – then you have the second puzzle piece in place.
How do you create the results you want?
Who hasn’t been in a situation where awkward silence appears when someone challenges a bit too much, or just speaks their mind? Or, in the worst case, ridicule, rolling eyes, and deep sighs over that annoying person who never just goes along but always has objections or new perspectives.
A secure and stable executive team with the ability to handle disagreements in substance and make good use of each other’s different personalities also becomes a catalyst for results and a secure, creative, and productive organization. The executive team is literally always on stage. And the more openly you stand together and not as solo singers – the clearer you become as role models. So, it matters A LOT how you communicate within the group and outwardly in the organization. And the foundation of that lies within your effective executive teamwork.
Ground rules
A success factor for working with the “how”: i.e., articulated expectations you have of each other in meetings and in communication, is to define your ground rules. It’s a process that requires facilitated dialogue with both reflection, discussion, and decision-making. It can be difficult to see and articulate your own group’s dynamics and to facilitate them when you are a member of the group. Seeking help from a team coach or leadership developer in this process is recommended. Research shows that executive teams that seek support in this process significantly improve their effectiveness.
Ground rules are about ensuring that the culture you want the organization to have, also is reflected in the executive team’s collaboration. And culture is simply how you behave towards each other. So, ground rules are the set of behaviors you agree should apply for your effective executive teamwork, so that you live as you pray. Et voilà – puzzle piece number three in place! Now you’ve come a long way to get a much more enjoyable, maybe even joyful, collaboration in the executive team.
How do you do it?
Don’t set too many ground rules at the beginning, a handful may suffice. Some tips on ground rules and advice along the way:
- In the beginning, maybe it’s about hygiene factors in meeting habits? Such as prioritizing your meetings, being present, letting the phone be silent and off, and being well-informed about the topics to be discussed, etc.
- Ensure to discuss your communication on topics like which platforms to use for what topics, when you can expect responses from each other, how you handle urgencies et c. Also, discuss whether you should be expected to be online 24/7 or if there should be limitations. As mentioned, you’re building a culture for the entire company in how you behave in the executive group – so be mindful and diligent about what you create together.
- Ground rules mean nothing if they’re not followed up. Follow-up creates security! You must be able to give each other quick and constructive feedback when someone doesn’t play by your rules. And perhaps most importantly – heaps of positive feedback when you see someone struggling with a behavior and making progress.
- After a while when the ground rules are in place, it’s time to add new ones. Ground rules are alive and should evolve with you as a team. Maybe now you’ve come more to the level of how you treat each other? Maybe the ground rules are now about using your curiosity instead of your preconceived ideas? To use trust before control? To give feedback after each agenda item or meeting, etc.
Do you still think this sounds like a big challenge for your group? Don’t be a stranger – we’ll show you how we can coach your executive team on these issues. It’s fun, challenging, but above all, effective!
Kristina Vallin
Kristina Vallin
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Psychological Safety - no darn cuddle fest!
Psychological Safety - no darn cuddle fest!
Finding the magical recipe for psychologically safe teams and organizations is something most organizations aspire to, thanks to its many proven effects and benefits. Even though most of our clients are curious to understand more, we (almost) always encounter a few managers who start squirming in their chairs when we talk about psychological safety.
The concern always revolves around similar reasoning: That it’s going to become overly nice here, that it will no longer be okay to set standards, and that no one will “perform” anymore.
Before we delve further into psychological safety, it’s high time we also talk about what it isn’t. No one says it better than The Queen of Psychological Safety herself – Amy Edmondson:
Psychological safety is NOT about:
- Being nice
- Job security
- A guarantee that all ideas will be applauded
- A license to whine
- Freedom from conflict
- Permission to slack off
So, what is psychological safety?
Psychological safety can be simplified as an environment where everyone can express what they think and feel without fear of negative consequences. The effects when successful are numerous, such as increased creativity and efficiency, enhanced learning, more satisfied customers, and satisfied, high-performing employees, to name a few.
For an organization to achieve real success in a world where creativity and innovation are crucial to success, it’s not enough to hire smart and driven employees. Not even the best employees can contribute 100% of what they’re capable of at all critical moments. Sometimes it’s because they don’t realize the need for their knowledge, but more often it’s because they don’t want to stand out, make mistakes, or clash with their boss or colleagues.
For the work to be successful, the workplace must be such that everyone feels they can share their knowledge and ideas. That’s precisely what the concept of psychological safety is all about.
Kindness vs. Performance
If you think about a team where you’ve experienced being your best self, a team where everyone dared to speak their mind – would you then say it was a climate that was kind but without performance? In the examples that pop up in my head, it’s the most high-performing teams that have had the highest psychological safety.
And it hasn’t always been “nice” – quite the opposite, quite a few doses of tough love, you know – tough love. Straightforward feedback but with the best of intentions, focusing on refining and improving the outcome and growing together along the way.
Experiment Your Way Through
To create a psychologically safe environment, it’s crucial how we express ourselves. Like when we have different opinions or need to give feedback. But above all, when we receive a feedback or input from someone who dares to come forward or just takes on another perspective. It’s not always easy, but we must do our best in not punishing or diminishing initiatives like this.
I know it can feel a bit scary and difficult to find new ways to respond and react. But one idea might be to actually give ourselves a dose of psychological safety. What if we, with all the empathy we can muster, try to learn, experiment, and play our way to new ways of interacting with each other?
If we dare to give ourselves space to learn? Can we ask to have a trial conversation and think a little so that it feels safer to try? Can we give ourselves the space to say “I need to think about how to respond a bit.” Or “That was wrong, I’ll try again.”
Think Like a Scientist
Speaking of experimenting – challenge yourself to think like a scientist. The difference between a classic manager and a managerial scientist, according to Amy Edmondson, is that:
- A manager provides answers, while a scientist asks questions
- A manager specifies results, while a scientist shows direction
- A manager supervises and evaluates while a scientist sees opportunities and makes data understandable
- A manager rewards achieved goals while a scientist welcomes mistakes and celebrates discoveries
- And, most importantly – a manager isn’t dependent on psychological safety, but a scientist is.
Because this is the whole key message of psychological safety; to create secure, learning environments where we can perform at our very best, grow together, and become even better! That we perform better is a fantastic thing about psychological safety, but that we enjoy it, learn, become more innovative, and develop is perhaps even more wonderful.
In conclusion, a few more tips on the topic of psychological safety:
- Want to read more about the more scientific definitions of psychological safety? Wikipedia has it.
- Want to watch Amy’s fantastic TED Talk on psychological safety? Click here!
- Want to delve deeper into misunderstandings about psychological safety and the risks associated with it? Click here.
Want to know more about stable vs. fluid teams and psychological safety? Read this article. - Want to be inspired in a lighthearted way by a leader who creates psychological safety? Read Emma’s blog and series recommendations here.
- Want your team/company to get better at psychological safety? Send a love letter here.
Leila Ljungberg
