Psychological safety: how to get members of our teams to actually speak up. It's a common leadership misconception that just by encouraging team members to voice opinions we create a culture of openness. We need to address the issues (individual & systemic) that prevent people from speaking up. Five actions: 1) Express intent (but only ask for the level of candour you’re ready & able to receive) 2) Use standard questions like "what are the pros & cons of this idea?" ("What do you think?” can feel like a trap) 3) Discuss communication preferences & use the mediums that play to their preferences rather than yours 4) Lend social capital to people who are in the minority in your organisation (& less likely to speak up) - disrupt biases by giving them the floor 5) Attribute credit fairly to the people who did the work hbr.org/2024/06/how-to-get-y…. By @elainelinhering

If we want to build learning organisations, we need a data-driven culture. Yet in a recent study across multiple industries, 6 in 10 leaders said they haven’t been able to establish a data-driven culture. It's mostly not to do with (technical) data systems. It's to do with people resisting changing the way they make decisions. Ways to build a data-driven culture: 1) engage influencers & leaders across the organisation, uncover their biggest priorities & brainstorm ideas 2) combine senior leadership role modelling with grassroots, user-driven initiatives 3) identify success metrics early & rally teams around them sloanreview.mit.edu/article/…. By @kesaritweets

Change & reorganisation, unless thoughtfully & sensitively managed, are more likely to bring turmoil, uncertainty, a lack of control, a sense of unbelonging & a loss of meaning, than measurable improvement. In a new book, @littleplatoons says that leaders must first create a sense of continuity & stability & build the engagement & commitment of people before the energy & creativity required for effective change can be harnessed: iedp.com/articles/change-is-…. Via @IEDP_Knowledge