Digest #34 — ‣

Stuff I picked up this week that I found valuable.

Psychological safety and the critical role of leadership development

Insight by McKinsey

Key aspect for me, for example, is whether people seek out alternative opinions. I think it’s fundamental to build inclusivity and to normalise co-existing with alternative opinions.

What’s more, the survey results show that a climate conducive to psychological safety starts at the very top of an organization. We sought to understand the effects of senior-leader behavior on employees’ sense of safety and found that senior leaders can help create a culture of inclusiveness that promotes positive leadership behaviors throughout an organization by role-modeling these behaviors themselves. Team leaders are more likely to exhibit supportive, consultative, and challenging leadership if senior leaders demonstrate inclusiveness—for example, by seeking out opinions that might differ from their own and by treating others with respect.

Another key aspect is role-modelling. I’ve seen it take place at Packhelp so many times. I think it’s the #2 factor in creating culture (#1 being recruitment).

Build mechanisms to make development a part of leaders’ day-to-day work. Formal learning and skill development serve as springboards in the context of real work; the most successful learning journeys account for the rich learning that happens in day-to-day work and interactions. The use of learning nudges (that is, daily, targeted reminders for individuals) can help learners overcome obstacles and move from retention to application of their knowledge. In parallel, the organization’s most senior leaders need to be the first adopters of putting real work at the core of their development, which requires senior leaders to role model—publicly—their own processes of learning. In this context, the concept of role models has evolved; rather than role models serving as examples of the finished product, they become examples of the work in progress, high on self-belief but low on perfect answers. These examples become strong signals for leaders across the organization that it is safe to be practicing, failing, and developing on the job.

Getting POW’ed

Post by Kyla Scanlon

Most People Don’t Want to Be Managers

Article by Nicole Torres in HBR

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What’s interesting here are what the results of the survey described in the article seem to suggest. The groups most willing to get in to the leadership role are LGBT (44%), men (40%) and African Americans (39%). The probe consisted of 3,625 full time workers. Women, on the other hand, were the least willing to take on the role of a manager (29%), behind Workers with disabilities (32%).

Samotność lidera – czym jest i co z nią zrobić?

Podcast (and article) by Greg Albrecht