What Can Leaders Learn from the Post Office Scandal?

What Can Leaders Learn from the Post Office Scandal?

If we have learned one thing from the Post Office scandal it is that we must ensure our people can voice concerns or challenge the system; instead of conforming to the established organisational belief in a system’s reliability. We’ve learned that psychological dynamics such as obedience to authority, conformity to group norms, groupthink and dishonesty can lead to catastrophic outcomes.

Is your culture a ‘speak up’ culture? Is your organisation psychologically safe?

We believe that engaged employees are the key to success and for that your leaders need to learn how to build psychological safety across the team. But how can you do that? Read on…..

Value Employee Input

At the Smart Working Revolution, we understand the importance of building stronger, better communicating teams. Not only does this increase efficiency and employee satisfaction, but it also boosts retention rates. As most of us know, our employees are our number one expense. In order to succeed, we need them to bring their best selves to their work every day.  To do this they must feel that they are valued, can voice their real opinions, offer up ideas and make a difference.

We believe that achieving this sort of culture enables people to be fulfilled in their jobs. This helps ensure their loyalty to our company, reducing the risk of knowledge loss and recovery that happens when key employees leave.  So, how can we achieve this?

Leadership and Psychological Safety

It begins with Leadership.  We believe that engaged employees are the key to business success and for that your leaders need to build psychological safety across the team.

Creating psychological safety within a team is a crucial aspect of fostering a positive and productive work environment. Here’s how our smart leadership programme can contribute to achieving psychological safety:

Open Communication Skills

Our leadership programme focuses on developing effective communication skills among leaders. Leaders learn how to encourage open and honest communication, actively listen to team members, and provide constructive feedback. This helps in creating an atmosphere where team members feel heard and valued.

Two Way Trust

The programme emphasises the importance of trust. Leaders are taught to understand and acknowledge the perspectives, feelings, and needs of their team members. This empathy contributes to building trust and rapport, essential elements of psychological safety.

A ‘Speak Up’ Culture

We major on the significance of inclusive leadership, where leaders actively seek and appreciate diverse opinions and contributions. This inclusivity ensures that every team member feels a sense of belonging, reducing the fear of judgment and fostering psychological safety.

Conflict Resolution Skills

Leaders are equipped with skills to manage conflicts in a constructive manner. Addressing conflicts openly and respectfully ensures that team members feel secure expressing their opinions without the fear of negative consequences.

Promoting a Growth Mindset

Our leadership programme encourages a collective growth mindset. Leaders learn to view challenges as opportunities for learning and improvement rather than as threats. This mindset shift fosters an environment where mistakes are seen as learning experiences, reducing the fear of failure.

Recognition and Appreciation

Leaders are trained to recognise and appreciate the efforts and achievements of their team members. Regular acknowledgment not only boosts morale but also creates an environment where individuals feel valued and supported.

Team Building Activities

The programme introduces Leaders to team-building activities that promote collaboration, trust and camaraderie. These activities create a positive team dynamic, enhancing psychological safety within the group.

Consistent Leadership Presence

Leaders learn the importance of maintaining a consistent and approachable presence. When leaders are accessible and approachable, team members are more likely to share their thoughts and concerns, contributing to a psychologically safe environment.

Learning from the scandal

If there is one thing we must takeaway from the Post Office scandal it is that as Leaders we must enable a ‘speak up’ culture. We must all take steps to equip leaders with the skills and mindset necessary to create psychological safety within their teams.

By fostering open communication, empathy, inclusivity and a growth mindset, leaders can build an environment where team members feel secure, valued and empowered to contribute their best work.  When they are supported by psychologically safe leadership, they are the key to achieving organisational success.

What Can Leaders Learn from the Post Office Scandal?  We can learn that Smart Teams are also Psychologically Safe Teams!

Contact us today for details of the programme – here’s the bonus – our prices don’t break the bank!