One team I coached faced a significant challenge. The board had confidence in the CEO to execute the new strategy, but they lacked confidence in the senior team, which created a conundrum for the CEO. Should they risk achieving the strategy while they develop their capability and try to gain the board’s confidence? Or should the CEO swiftly make changes to the team to proceed with the new strategy?
The CEO gambled and decided to work with the current senior team.
Firstly, the CEO shared the board’s sentiment with the whole team. Sensitive feedback was shared individually, and broader feedback was shared in team meetings. The team chose to see the situation as a challenge rather than a defeat. They were determined to build the board’s confidence and execute the new strategy.
The team identified what was holding them back based on the feedback. Their communication needed work, along with their ability to work collaboratively. There were some trust gaps based on other projects not being achieved, and there was a lack of clarity on ownership of portfolio areas. There was also too much emphasis on the CEO doing most of the heavy lifting on communication.
To address these issues, they decided to champion open communication and actively encourage everyone to share ideas, questions and concerns. They established a no-blame culture in team meetings, valuing honesty over fault-finding. This approach fostered trust and allowed team members to admit mistakes, knowing they would be met with support and collaboration rather than criticism.
The team also practised active listening, genuinely understanding each other’s perspectives, validating emotions and acknowledging contributions. This approach made every individual feel valued and heard.
Celebrating diversity was another cornerstone of their strategy. They recognised that different viewpoints enriched problem-solving and creativity. They embraced their varied backgrounds and experiences, actively seeking input from all team members. Constructive feedback focused on the work and behaviours so individuals could build self-awareness around their approach and adapt.
The CEO played a crucial role by setting an example. They openly admitted their mistakes and demonstrated vulnerability, creating an atmosphere where others felt safe to do the same.
This team executed their three strategies simultaneously, winning back the board’s confidence. At the CEO appraisal discussion, the board chair commented on the CEO’s risky but supportive approach.
This story provides some ideas on increasing trust and psychological safety in a team. Other options include leading by example, demonstrating openness, approachability and receptiveness to feedback. Establish clear expectations for behaviour and communication, emphasising the value of diverse perspectives and dissenting opinions. Encourage active listening and empathy, promoting understanding and respect for individual experiences. Foster constructive feedback, focusing on improvement and growth rather than criticism. Promote collaboration and teamwork with shared decision-making and problem-solving. Address conflicts promptly and respectfully and nurture a culture of continuous learning and improvement.
By consistently implementing these strategies, teams can foster psychological safety and enhance communication, leading to greater trust and higher performance.
Rita Cincotta writes, mentors, and speaks on individual and team performance, leadership development and new ways of working. She works with organisations to develop human centred solutions that help people and businesses to thrive.
