This is a great talk on error rates and how they relate to teams with psychological safety. Teams that talk openly about errors, did better.
Most importantly, psychological safety is necessary for high performance and excellence. It’s not a drag on performance or accountability as it’s presented in more common leadership models. It’s not a trade-off.
The three components of building teams with high psychological safety are:
- Think about work as a learning process; make it explicit that uncertainty lies ahead
- Practice humility and acknowledge fallibility
- Model curiosity and ask lots of questions