Blog
I talk a lot about psychological safety in the context of my work. Lately, I’ve heard a lot of discussion about the concept being misleading, or even taking on mythical status as something that might not be possible to promise in therapeutic, personal development and organisational development spaces. So, what does psychological safety mean, and what are its limitations, if we can offer it at all?
It’s an interesting and turbulent time here in the UK and further afield, politically speaking. I’ve found myself having lively debates at the pub, emotionally charged conversations with family members, colleagues and acquaintances, and difficult interactions with people who hold fundamentally different views and values to my own. This has led me to think about how we might connect with the wisdom our bodies have to offer in order to support us with sensitive, challenging and potentially triggering conversations. How might we tune in to signs and signals of potential overwhelm, re-regulate our nervous systems during and after a charged interaction, and stay grounded enough to actively listen and speak from a thoughtful place?
In recent years, there’s been a cultural shift in many parts of the working world, from top-down, ‘command and control’ leadership to more socially conscious, collaborative approaches to leading teams. For some, this may still be seen as a fluffy optional extra or an invite to waste precious time by crowd-sourcing decision making processes. But I’d argue that developing leaders who are emotionally intelligent, skilled communicators with good boundaries and socially conscious values is a necessity, not an option. Even now, it’s often still the case that career paths can involve becoming proficient in a specific role, then being promoted into a leadership role on the strength of experience that may or may not require good people skills. If organisations don’t invest in supporting emerging leaders to develop the relational skills necessary to support healthy, happy, successful teams, they risk their people’s wellbeing, the quality of their work and the potential for innovation and creativity. So, what are these skills and why are they important?
When the brain responds to a perceived threat and proceeds to flood the body with the hormones and neurotransmitters that could give us a chance at preserving life if it were in danger, we tend to lose contact with our most sophisticated cognitive and social functions. How extreme these reactions are varies hugely according to previous experiences of trauma, shame, the messages we received as we grew up, our neurotype, personality or other variables, such as whether we’ve had enough sleep and food or are going through a stressful experience. But in any case, getting the best from our communication and performance involves a degree of courage, willingness to genuinely connect with others and ability to regulate our autonomic nervous system and emotions. That’s not to say that we should aspire to be in a state of permanent, zen-like calm, or to downplay our emotions and responses in a mandatory display of stoicism – quite the opposite! Suppressing and repressing our feelings will usually only take us so far before they catch up with us and either find an alternative route out into the world or stay buried and do damage to our health. But slowing down enough to notice our responses (something that didn’t come naturally to me and requires a lot of practice) equips us with choices about how we might be able to regulate and respond.
When I think of ‘voice’, I think about being heard, speaking out against things we find unacceptable, advocating for ourselves or others, performing or presenting in front of an audience, and vocal technique (be it for speaking or singing). Things that can get in the way of any and all of these include the stories we tell ourselves about who we are, the messages we received from our parents or caregivers, how we are feeling physically and how safe we feel in the environment in which we are attempting to be heard.
