Over the past few weeks I’ve been following the media reporting of Australia’s latest royal commission, which is investigating the legality, or rather illegality, of ‘Robodebt‘.

It’s a searing case study into personal, cultural and institutional failings over many years. It’s been revealed that the government actively ignored advice that the automated debt recovery program was illegal. Thousands of innocent Australians were incorrectly targeted by the program which caused significant stress and trauma for some of our most vulnerable citizens.

And it was a comment reported in one article that was incredibly telling as to how the scheme was allowed to flourish:

After she came to the department … there came to be a culture even at the higher levels of reticence or fear to raise issues,” one officer told the royal commission. “Colloquially there was a commentary no one wanted to give her bad news.” – source​

Time and time again, the lack of physiological safety to raise difficult issues and foster a culture of courage leads to disastrous consequences for all involved.

In her book The Fearless Organization, Professor Amy Edmondson defines psychological safety as:

“…a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes.” – Professor Amy Edmondson

I’m deeply passionate about cultivating psychological safety in the workplace. We invest heavily into physical safety at work, but we’re only just beginning to scratch the surface on what it takes to rumble with the messiness of humanity to create psychologically brave cultures.

In the meantime, coverups, bullying, harassment, passive aggression, discrimination, favouritism and back-channeling fester.

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The Tools of Psychological Safety

But it doesn’t have to be this way. I believe everyone in every workplace could benefit from the tools of psychological safety such as:

  • Strong self-awareness about my thoughts, beliefs and behaviours
  • Setting expectations about failure, uncertainty and the need for voice
  • Emphasising a clear purpose about what’s at stake, why it matters and for whom
  • Demonstrating situational humility
  • Practicing proactive inquiry through good questions and active listening
  • Creating systems, structures and process for input and discussion
  • Expressing appreciation
  • De-stigmatising failure
  • Holding people accountable without shame or blame
  • Living into the four human needs we all have: the need to belong, the need to learn, the need to contribute and the need to challenge.

As Maya Angelou said, when you know better you do better. Leaders are lifelong learners. I hope you join me in helping to make the world a braver place.