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Law Society toolkits are ‘lever to high performance’

Many people have been victims of an unhappy workplace, a gathering to launch the Law Society’s Psychological Safety toolkits has heard (6 February).

Law was a tough but rewarding job in a great community, Law Society President Eamon Harrington told the attendees, and to do it well required the support of family, friends, and colleagues.

Eadine Hickey (leadership and culture coach at Resonate Leadership) said that psychological safety meant being able to ask questions without fear of negative consequences.

No fear of reprisals

It also meant taking risks, and expressing ideas and concerns without fear of reprisals, speaking up with questions, and the ability to admit mistakes – all without fear of negative consequences.

In short, psychological safety can be defined as ‘felt permission for candour’.

Research shows that high levels of psychological safety results in greater innovation, team learning, quality output, and wellbeing and engagement.

It does not come at the expense of performance, but combines high standards with a team delivering its best work.

Unlocking a learning culture

The presence of psychological safety was a lever to unlock a learning culture that underpinned high-team performance, the event, facilitated by lawyer Katie de Gama, heard.

Its presence can start with a ripple effect on the people around us, co-created by everyone on a team.

Those working in the law should also feel able to draw attention to inappropriate behaviour, whether from clients or colleagues, the toolkit states, giving guidance on how to go about this.

Leadership is the sum of one thousand conversations, said Hickey.

In a high-performing psychologically safe environment, employees know that mistakes will not be held against them, and that there is respect for difference.

Listening to learn

We could listen to learn, to win, or to fix, the event heard, and a focus of learning would bring fresh solutions.

The concept of ‘radical candour’ was defined as a potent mix of challenge and care in the workplace, while always respecting the individual and bringing intentionality to interactions.

The question ‘who has a different opinion?’ should be asked regularly in any group discussion, since this will bring forth hidden viewpoints.

Psychological safety could be an uncomfortable term, but it was about feeling comfortable having an uncomfortable conversation, and realising that an error could be a way to learn, the event heard.

Showing care

The concept of ‘showing care’ for colleagues was contagious and, with practice, would become the culture, deeply embedded in the workplace, the speakers concluded.

The psychological safety toolkits are available in print and online.