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The concept of psychological safety is becoming more and more well-known among HR professionals and managers – however, knowing the concept and creating a culture of safety are quite apart. Creating psychological safety is one of – if not the most important – leadership tasks today. It is definitely the key to survival in a changing and uncertain world and in the hybrid corporate operations of the present and the future. Every leader – from the top to the line managers – needs to know why and how to build such a culture without delay.
Our program approaches Psychological Safety as an essential condition for a culture of experimentation and learning. Without these two factors, development and – in many cases – survival can hardly be imagined today.
We open the training with a real, memorable case – the story of the Columbia Space Shuttle. The learnings of the story provide a great example of the serious consequences of the lack of Psychological Safety. This story also leads us to the understanding and interpretation of Psychological Safety, its differences from trust, and its existence on the team and organizational levels.
Participants learn how to build Psychological Safety as managers of various teams. We introduce our Psychological Safety model with the help of a three-step structure from setting the scene to proper managerial reaction to positive cases and violations. We provide a practical and specific toolkit and related techniques and routines that help them build a safe environment in a team.
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Climate change, natural disasters, energy crisis. We can feel them in our skin. What can we do? Is there anything we can do to mitigate these negative impacts?
“Your brand is what other people say about you when you are not in the room,” says Jeff Bezos. Self-awareness and defining your leadership role as a female leader is paramount. But self-awareness is not enough, we also need to define how we present ourselves to the world. Personal brand is key for anyone who wants to be successful in their field. Women leaders also need to consciously build and develop their personal brand.
The recent reality is not short of challenges. Constant change, uncertainty, rapid adaptation, and dealing with unexpected situations can overwhelm us very quickly if we don’t take care of one of our most important resources – our emotions.
The groundbreaking research of Shirzad Chamine and his concept of Positive Intelligence is the foundation of this program. It encourages participants to take an inward journey and realize who those internal saboteurs are who hinder their progress.
Over the past period, remote work and online communication have become the new routine in the lives of many teams. This virtual distance brought a new set of challenges not only in how to successfully operate, but also in how to maintain team spirit, the feeling of togetherness, and improve collaboration&communication.
We are living in a world of digital revolution. Organizations, teams and people are connected more than ever before. We can love or hate the changes the technological explosion is generating in our life, but avoiding them is impossible.
Numerous studies show that diverse teams – in case they are managed well – perform better than homogeneous ones. Social groups are increasingly making their voices heard and there are more opportunities for social injustices to be addressed. So everything is going in the right direction. Or is it not?
Many leaders assume engagement is a task for top management and HR. But is engagement something that you can only influence from the top? What is the responsibility and opportunity of direct supervisors, middle management, and even employees in enhancing engagement?
All of us are parts of different teams, and our success is highly determined by the members of these teams. Our specific Insights-based program focuses not only on development of the individuals, but also on the common development of the team.