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Check-In Question:
- Would there be more or fewer people leaving their jobs (divorces) if people could read each other's minds?
Big Ideas:
- The importance of candor in organizations
- How we do candor matters
- The culture of candor matters - sometimes labeled a non-team player if point out mistakes
- Safety as it relates to communication styles - direct/indirect
- Our own relationship to threat and how it relates to psychological safety
- Two people can be on the same team, and one can feel safe and another not
- The company needs people to feel psychological safe
- How we receive candor matters
- The stories we create about our sense of safety, versus the reality of our safety
- Our personal agency when it comes to being safe at work
- Rules of engagement for our candor for both the giver and receiver
- Scaffolding to our candor - meeting people where they are
- Balance candor with empathy
- Having the conflict about the issues, NOT the people
- Bridge the connection and the work together
- Not just what we do, but how we do it
- Is how we treat each other more important than what we do?
- Seeing our employees as not just rational beings, but emotional beings as well
- It's not about balance, but counterbalance. Yes/And rather than Either/Or
- Do our ideas about our company belong to us or our company?
- Interplay between voice and silence within an organization
- Silence as a sign of psychological safety - hearing people think in silence, space between contributions shows listening
- Having a seat at the table doesn't mean having a voice
- Collective intelligence - equal time of speaking is one of the factors
- Increasing psychological safety also increases collective intelligence
- Psychological safety as an outcome, there is no formula
- Honoring people's voices without forcing their voices
Resources Mentioned:
- 'The Fearless Organization' by Amy Edmondson
- 'Principles' by Ray Dalio
- Google's Project Aristotle
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