The challenges in creating psychological safety are in some ways more complex for managers because they not only need to lead the process, but also lead themselves in the initiation of the process.
Going against the grain may make people feel unsafe, yet it is through this process that true psychological safety is ultimately achieved — because people feel safe to feel unsafe and to challenge the status quo.
By employing leaders capable of creating an AI framework — because they are awake and aware to the unintended effects of AI on social well-being, data integrity and privacy, diversity, and governance — organisations seeking to transform into being AI-first are well positioned to engage in trustworth
As our adaptability mindset strengthens, resilience will also improve because individuals and teams are better equipped to absorb shocks today and use the energy to bounce forward into sustainable growth tomorrow.
When leadership is exerted in this form, organisations become increasingly accountable, agile, and autonomous — all the while operating at scale. At this point, an organisation can truly be described as 'purpose-driven' — a genuinely awesome competitive advantage.
Once the capability gap is closed, instead of feeling fear and frustration about not knowing how to perform a role or achieve an outcome, staff are empowered to deliver value and be rewarded for their achievement.
In an era of heightened employee mobility, hybrid work environments, and a skills shortage, the idea of matching great talent with critical roles may not be new, but it is more essential than ever.
While the overall numbers of people affected by mental health issues is a cause for concern, perhaps as alarming are the number of firms or individual managers who engaging in well-being washing.
By tackling some of the common problems, teams and organisations will be well placed to achieve aspirational efficiency objectives. When this happens, we can get one of those virtuous circles in which the approach sticks and compounds over the years.
