2. Management
Welcome back! This week we are going to take a look at my book’s 2nd out of 8 takeaways: Management
Two Harvard Business professors, Teresa Amabile and Mukti Khaire believe that, “management must create an environment of psychological safety, convincing people that they will not be humiliated, much less punished, if they speak up with ideas, questions, or concerns, or mistakes.”
One component that allows for the highest potential of psychological safety is trust.
As a manager, trust does one of two things:
- It allows for employees to feel comfortable being vulnerable, to remain curious (with no restraints), and to welcome failure with open arms.
- Trust allows higher management to back-off and not breathe down employees’ necks 24/7. This much needed space dissolves pressure and allows for employees to reach their own creative potential.
In continuation, managers must not forget that themselves and their employees are human!
Humans aren’t perfect and as a manager, its their duty to allow for these inevitable hiccups to occur. However, their duty doesn’t end there.
After a mistake is made or a failure is born, managers must ask themselves whether or not the hiccup was (A) part of a systems error (bad training, flawed structure, etc.) or whether (B) it was a human error (not enough perseverance, lack of luck, or the challenge was too difficult).
No matter A or B, managers must analyze, plan, and implement a fix to the hiccup and grow as a result. Even though the growth may be minuscule, a lesson learned and a patch to the problem is all that is needed to continue on a path of constant learning and growth as employees, managers, and company overall.
If you’d like to read more about management insight in a creative company → you can order my book here 🚀
Have a strong week!
