Six micro-scripts managers can use to improve psychological safety.
When everyone in a session agrees too fast on a strategic direction: “OK so this is one possible direction. Let’s hear some dissent. What direction would our competitor take, and what do we learn from that?”
To normalize talking about failure: “A strong predictor for success is whether we can openly talk about failure. So we can better understand what went well, and what we could adapt moving forward. Reflecting on the previous month, I will now share a mistake that I made and talk about what I learned from it.”
Before the start of a problem-solving meeting: “I’m sure this is a complex challenge. And this is exactly why all of us are here today. Because when we combine the unique experience and expertise we bring to the table, the quality of our decisions will increase. So let’s start by turning to your neighbor for five minutes to talk about ideas or questions you brought to the meeting.”
When someone (‘Adriana’) is silent during a meeting: “Adriana, based on your experience in XYZ, what is a viewpoint we did not bring to the table yet?”
When someone brings up an issue: “I really appreciate you bringing this up. I can imagine this must have been difficult.”
When someone pitches a new idea during a meeting: “Thank you for sharing your perspective. This helps us all to gain new insights and challenge our thinking. Can you elaborate on the thought process that lead to this idea?”