Season 3, Episode 7: EXTRA - "Building a Healthy Workplace Culture - Where to Start?" webinar

In this special episode, you can listen to the audio from the newest leadership webinar published by Human-Savvy.

“Building a Healthy Workplace Culture - Where to Start?” is the webinar where Dr Liv Oginska shares a practical roadmap for building a healthy, psychologically safe culture in teams using a simple five-part Culture Map. We cover red flags to watch for, the exact questions to ask your team, and how to turn answers into a focused plan you co-create.

Find the webinar video here >>> https://human-savvy.kit.com/4662b8db54

To download a graphic summary of this webinar, click here >>> https://human-savvy.kit.com/d2bc524f44

If you have any questions, please don't hesitate to reach out!

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Transcript

SPEAKER_00 0:55

Hi everyone, this episode is very special. It is the audio version of the webinar that I recently released for all the leaders out there in the world who are truly interested in creating a psychologically safe, thriving culture in the workplace. If you would like to watch that webinar, you can find the link to it in the show notes. If you would like to access the summary of that webinar in a beautiful graphic version that you can download, it's also in the show notes. Find it there. For now, enjoy the audio version on your walk while you're doing your chores, maybe on your commute to work. And if you have any questions, please don't hesitate to reach out. We are here for you to help you become truly human savvy. Hi everyone, this is Lee from Human Savvy, and I would like to welcome you to

Welcome & Who This Is For

SPEAKER_00 1:50

this webinar, Building a Healthy Workplace Culture. Where to start? If you are here with me today, it probably means that you are a veterinary leader, a decision maker, someone who would like to take care of their team, and you're wondering: is there something that I'm missing? Maybe something that I'm not doing as a leader that I could really help my team with something extra, maybe a different approach. And I would like to start with asking you this question: Do you want a team that is both fulfilled and high performing? A team that not only brings a lot of revenue and the best patient care, but they also enjoy every day working there with you.

Defining A Fulfilled High-Performing Team

SPEAKER_00 2:41

Not every second of it. But at the end of the day, they feel satisfied and fulfilled. And you're probably thinking, oh my gosh, it's crazy. Of course I want this. The answer is duh, of course. Yes, I want that. Who wouldn't want that for their team? And that means that you are not only a leader, any leader, you are a special leader, someone who cares about both the business success and your team's well-being and their personal professional success, which makes you a great leader. And that means even more that this is the right place for you. So welcome to the human savvy world. And let me tell you about myself. My name is Liv. I'm a veterinarian, positive psychology and leadership specialist, especially in the topic of emotional intelligence. That is my expertise. I'm also a certified workplace conflict mediator, and I'm in the process of completing my PhD. Maybe by now, when you're watching this webinar, I'm already done celebrating. My life is devoted to helping people like yourself become not only good managers, but also magnetic, truly human, savvy leaders. What does it mean? It means that your emotional intelligence is at the highest possible level, that you are charismatic, you can show up to your team in a well-composed, truly maybe calm, maybe energetic, maybe peaceful way, the way you want to show up to your team, that you're confident in resolving conflicts,

About Liv And Her Expertise

SPEAKER_00 4:20

giving, exchanging feedback, that you know how to tackle the interpersonal issues and nip them on a bat. If you would like to read more about me, this is the QR code to my website, and you have all the information there. Now let's crack on with this webinar because it's really important goal there hidden in this webinar. And I think it's really important for every leader to make sure that they do everything that they can to create an environment that is good for their team. And there is a lot of suffering in our environment, in our industry. There are a lot of people who suffer with burnout, with anxiety, with depression. We work under such a high pressure, and it's easy to feel down, to feel low, and for our mental health to suffer. And in order to avoid that, we need to make sure that we take every possible step to create an environment where we minimize the triggers for our challenges, mental health challenges. A lot of people leave. We know that that is a real issue. We know

Why Psychological Safety Matters

SPEAKER_00 5:29

that there are also steps that we can take to prevent people thinking about leaving. And giving you something to implement to prevent people leaving your practice is also one of the goals of this webinar. And maybe for yourself, for you as a leader, you sometimes feel overwhelmed when you feel that there's just so much too much, and I don't know what to do, and I don't know what to start with. This webinar is also for you to get a bit more guidance and clear strategy towards helping your team in a very reasonable, clear, and efficient way. How can I build a team with a healthy, psychologically safe culture? If you're a leader, I'm sure you know by now that psychological safety is the foundation of any change, any positive change in our workplace, and also is a foundation of a great patient care and client care. If we don't feel psychologically safe, we will be always on the edge, always more stress-intense. And we are stress-intense. That emotional brain, as we call it, takes over and leaves very little space for the clear thinking, for the clear decision making. And it's we are more prone, really, to make mistakes. And this is why psychological safety must be a foundation of any healthy, thriving workplace culture. So, how can I do it? How can I build it? This is what you're probably wondering. You think I'm already doing so much? Is there something that I'm missing? Can I do more of something else? Today we'll discover a few elements that were gonna help us answer that question. The first element is learning about who is responsible for the quality of the workplace culture. And then the second element is the culture map. We'll talk about what it is, and it's a tool that I use in my coaching with the teams around the world, and I find it indispensable. It's just the start of everything. And then we will discover the five C's map. I will help you how to discover the landmarks of the culture and to learn more about your current culture and how to plan for the future so it's improving and getting better and more psychologically safe. As we know, our teams are very busy. There's so much happening in the practice, in the clinic, and there are so many human interactions between our teammates, our clients. There is so much happening at the same time, and every single

Culture Basics And Daily Behaviors

SPEAKER_00 8:11

interaction, every single choice of words that occurs, every behavior that happens there, when we put it all together, it creates that secret source, which is the workplace culture. It's to put it very simply, the way we think, do things here, and the way we think here, how we treat one another, how we treat our clients, our patients, what values motivate us to push further and tell us how to do certain things, the rituals that we have, people who we collectively consider role models and heroes, the stories that we tell one another. What is the norm? So if you're wondering, what is the culture? It's basically the set of norms and behaviors and thinking patterns that we cultivate and nurture in our workplace. Practically, how does it look? You enter the workplace in the morning, you say hello to the receptionists, and you see that they wave back to you, they smile, they don't ignore you. You have a culture of people who acknowledge one another, who include one another. Another thing situation that's very common is that you go to the prep room or to the staff room, and you can see people chatting between one another. Let's say a senior vet talking to a nurse, or maybe to a junior vet, and you can see that a senior person spends time to answer questions of that person. The time that they give to their trainee is not overstretched. They are patient, they give them feedback when something went well or maybe not so well, which means that you have the culture of exchanging feedback, of making sure that we take care of each other's growth and we're doing compassionately. So if that is what happens on the daily basis and between everyone in a team, it means that this is our culture, but it might be very different. It might be a culture of judgment, it might be a culture of incivility and gossiping and cliques. There are a lot of different flavors and versions of the culture that we can observe in our workplaces. And who shapes it? By now, I'm sure you know the answer to that question. Who is responsible for the quality of workplace culture? The answer is everyone. Everyone matters in here. Every single employee, everyone who regularly enters the common space, it can be even virtually. If one of your employees works remotely, let's say someone who takes care of the admin, but they interact and communicate with the team regularly, they build the culture too. Everyone matters, every single person in your building, in your world, really. But do they matter equally? I would say there's one group of people within your organization who are a little bit more impactful, and that includes you, my lovely leader. We've got so much research by now that shows

Everyone Shapes Culture, Leaders Most

SPEAKER_00 11:26

that leaders are incredibly impactful. Some researchers say that leaders are the primary primary, well the primary architects, that's a difficult word, of the organization culture, and the main agents of the culture change. If you are a leader and if you sometimes make mistakes like I just made, then that is visible. People observe it, people look up to you, or maybe they learn from your mistakes if you talk about them, or if you do not talk about them, if you don't address them, people see that that mistake, that behavior that was not helpful to the team, is a norm. So what you do matters. So where are we at? We know that culture is that secret source of a successful practice, any organization, and it's that set of beliefs and behaviors that we cultivate. We know that everyone builds the culture, but especially leaders are very much looked up to, and they are so impactful that you truly need to pay attention to how you behave and what sort of tone you set up in a practice. So the next question that we might have is where are we at? How do I know what's happening in my practice at the moment? How can I describe the culture that we already have? Help me. I don't I don't know where to start. Where are we on this map? And that map is the culture map. So, what do I mean by the culture map? It's basically understanding what are the levels of the certain must-haves in your practice. There are certain behaviors, there are certain norms that are absolutely necessary for the culture to be healthy. And now, if you know where your team stands, how what is the level of a certain element, certain norm, certain phenomena that we need to see in the practice, if you know what that level is, then you can ask yourself the question:

The Culture Map And Five Cs

SPEAKER_00 13:41

okay, is that enough? Am I happy with that level? Or should we work on that? It's kind of like drawing a picture of where we are now, and we're gonna use those landmarks, those phenomena that are necessary, are the must-haves for a healthy, thriving, workplace culture. Why do we talk about those landmarks? Um, because culture is so much, there's so many behaviors there, so many thinking projects, so many different values, and how those values impact what we do and how what we say, it's easy to get lost. So, through throughout my work, through my experience with people, leaders, professionals in many different places, I derive from all that experience the landmarks that are necessary for all of us to look at. If we look at those landmarks, it will be easier. If we try to look at everything and everyone at the same time, we're gonna get lost. So, just like when we see the Eiffel Tower, we know that we are in France. And we know that when we see that Eiffel Tower, there's a high chance that we're gonna have some good wine and great cheese available nearby. If we see something like the Big Ben, we know that we're in London, we're gonna have some great tea, and people uh out there will be driving on the left side. It gives us immediate information about the environment when we see that landmark. And we uh when we see Colosseum, we know already that it will be a different culture, it will be a different environment. Probably we will have a bit more sun than in London. We're gonna have people who communicate differently, people who will maybe appreciate different things than the people in London. So landmarks are useful, they help help us to navigate and they help us to find ourselves on that map to know where we are at and what we can do to embrace the people around us. So, what are the five C's of the culture map? I really like those five C's because it's clear, it's easy to remember, you can print it out, you can put it on your wall, and you can look at it regularly and ask yourself: do we have those things at the appropriate level, those phenomena, those norms? Are those present in our workplace? And these are the five C's of the culture map. The clarity, the completion, companionship, civility, and curiosity. I'm gonna talk you briefly through all of those, and I'm gonna give you a set of questions that you can ask yourself or your team to find out where you stand in terms of clarity, in terms of completion, or any of those five C's in your culture. And if you can answer those questions, you will understand the flavor of your culture. You will know what to do next because you might see some gaps, or you might celebrate because you could realize that you know what, we've got an amazing level of clarity already. So let's celebrate that. Let me give you all those questions so can you can screen and assess your own culture. And also, I'm gonna show you some red flags that I would like you to be very aware of, look for, or maybe notice when they happen so that you will know that you should ask those questions. Alrighty. So, what is the level of clarity in my workplace? Why do I talk about clarity? When we think about organization, it's so multifactorial. There are so many different things that we need to pay attention to. In order to make business successful, you need to have the building, you need to get the people, you need to train the people, you need to make sure that you have suppliers, you need to have all the equipment that is needed, you need to have a strategy plan, a diary, a schedule, you need to have a marketing strategy, you need to contact the clients, or so many things. So many, so many things they need to think about. And it's easy to get lost. So this is why we create a plan and strategy, and it needs to be clear. If something is a vague, if we don't know what that task entails or what I'm supposed to be doing with this thing, we will get lost and we will not be successful.

Clarity: Red Flags And Questions

SPEAKER_00 18:21

This is why we need clear instructions. And if you're a business owner, you know very, very well that the more questions and unknowns you have, the harder it will be for you to become successful. And this is why we create SOPs, instructions on how to do a certain thing. They are supposed to give us as much clarity as possible. And as human beings, we love clarity. If we don't have clarity, if we can't achieve that cognitive closure, as we call it, so if we can't understand the full story about what is happening around us, we will start making it up. We'll start creating the worst-case scenarios, we'll start freaking out, we feel unsettled and stressed when we don't have the answers. So if something looks like this, very well organized, if your organization has rules for everything, when those rules were established together with the team as well, so that they make sense to everyone, it is so much easier and much more peaceful, and we avoid conflicts because the more confusion we have, the more conflicts we'll have in a workplace. So if it looks like that, amazing. But it could also look like this very complicated, and no one really knows what to do with it. That is not helpful. The lack of clarity will cause stress. We have the need for knowing what's gonna happen next and what is expected of me. But also the lack of clarity equals conflicts, and it's normal. We're human beings, we'll have conflicts every time we collaborate with other people, and it's okay, it's normal because we're human beings. We are a little bit different, all of us. But the less clarity we have, the more prone we are to argue about something because we don't really know. No one told us what is the ultimate recipe, how to do that thing, whose job is it? And do we actually want to do it together? Should we want to do it together? Is that required from us? We need clarity in here. The three red flags for you as a leader that I would like to bring to you in here are those the conflicts, the resentment, and confusion. If you see those things, if you observe your team and you notice that there's quite a lot of conflicts, there's confusion, or some people are resentful towards one another around their tasks and jobs. Big red flag waving at you and telling you we need to dig deeper. There is something missing in here, we're missing clarity. And these are the questions that you can ask your team in order to understand whether they have a clarity. Now, bear in mind that there, because it's so complex to create in a workplace, we need to divide it into two categories. So the first type of clarity that we can investigate through questions is the procedural clarity. So, do you know how to do your job? Very simple. Do you know what how to approach the tasks that you are given? Um, but also behavior clarity. Because remember, we talk about culture. So it's not only the behaviors, I mean the practical how I'm gonna inject that dog, but also how am I gonna ask my nurse for an instrument, especially when I'm under tension and I'm already freaking out? How am I gonna communicate with that person? So those two types of clarity, they need to be tackled together at the same time, and have two separate sets of questions for those two types. So, what questions can we ask our teams to learn more about the procedural clarity? Three questions. Let's go, let's do this, find out more about the level of clarity in your workplace. Do you find any of your tasks confusing? And what I mean by that, do you have clear instructions on how to approach it? This is the first question you can ask every single person in your team through a survey or maybe in the individual meetings one-on-one. Another question: Do you ever doubt whether a certain task is actually your job? This is so common in our practices. People refuse to do something because they think, oh, this is not my job. I'm not gonna clean kennels because I'm working on a reception, I'm a vet. Um, it's very, very common. Does any aspect of your job give you a sense of uncertainty? Now, there might be uncertainty around what time I'm gonna finish. Um, is this my responsibility? Meaning that I should be stressing afterwards about this patient, I should be thinking about it when I'm home. Or actually, it's okay to give that responsibility to my colleague because I finished my shift and now the night team steps in, then they take over. So, is there anything that gives you uncertainty around your job? And with the behavior clarity, we need to find out whether there is clarity in terms of how we treat one another, how we communicate with one another as well. So, what can we ask? Do you feel comfortable giving negative feedback to your colleagues andor appreciating your colleagues? Do we know how to exchange feedback? Do you know what to do when someone behaves disrespectfully towards you or your colleague? Do you know how to manage conflict basically? Do you know how to navigate those tensions between our teammates, but also maybe between the team and clients? These questions you can always ask your teammates to understand whether they have clarity on how to behave towards one another. Do they know and are they very clear on the certain steps in that process? Do they have all the instructions so that they can succeed? That gift of clarity uh is essential. It's something that I teach all of my leaders that knowledge is a gift, clarity is a gift. The more clarity you give them, the more certainty you give them, the more comfort, psychological comfort and psychological safety people will have. And this is why we talk about it. This is why it's so important. The next landmark is our completion, the level of completion. So, what is the level of completion in my practice? And let me explain to you what that means. It basically means do we get it in our practice? Do we complete tasks? Does the thing that we discussed come to the fruition? Do we make things happen? Why is it so important? Because when you see that things are not finished, it creates the confusion, so the clarity goes down, but also it tells you that there's something missing. Again, people in the veterinary space are incredibly ambitious type A per personalities. They truly would like to have things done idly perfectly. So if something is not finished, that is a little bit unnatural for people like us. That's a big, big red flag for you that maybe something is missing, and you as a leader could provide to them. You could change environment, improve environment so the things get actually done. You can support your employees so the things get done. And it looks very differently in our organizations. That level of completion or lack of completion might be mess left behind. It may be that someone was planning to do a certificate, but they never do it. Maybe someone was going to have that difficult conversation and they

Completion: Intrinsic Motivation Levers

SPEAKER_00 26:30

never have that conversation, all of that procrastination. And that is frustrating. It must be frustrating to you leaders when you ask someone so many times, please do it. You gave them instructions and everything, and it still didn't happen. And you have a right to feel frustrated about it. It's normal that we get very frustrated about things that are not being done when we did our best to make it happen. And this is why we talk about intrinsic motivation here. It's a key to understanding why people don't do things. And intrinsic motivation is the motivation that comes from the inside. It's not extrinsic motivation that comes from the vision of reward waiting for me or the vision of punishment that scares me and makes me do things. Intrinsic motivation means that I do the things because I know this is important. I feel internally motivated to do it because this is a good thing to do, and I'm going to be satisfied. It's important for me to complete that task internally. And there are three elements that we need for that to happen: the autonomy, the sense of mastery, and also the sense of belongingness. All of those elements are truly needed to complete the task for me as an individual. Now, for you as a leader, uh, these are the red flags. So the things that when you observe them, it's a big, big sign for you, a waving red flag, that there might be something missing in terms of that intrinsic motivation, that completion is not at the level that we need it to be. So unfinished tasks, that's obvious. Stagnation. So people feeling that they don't progress in their career, and low motivation. When people just can't be bothered to do certain things. So when you observe those phenomena, there are questions you can ask your team to investigate further. And these are those questions to find out whether why and why not? Shit is not done in our workplace. Do you feel like you receive enough training and mentorship to feel relatively comfortable to do your job? Did you get enough support? Explanation. And this is that element of mastery that we talk about in the intrinsic motivation. Do you feel like you have all the skills? Do you feel like a master of something that you feel comfortable doing it? And it's gonna happen, it's gonna be completed. Do you feel adequately supported while trying new things? How should that support look like idly? So, um, this is that element of belongingness. So, do you feel that we have your back? That you will not be judged, that you will you're part of the tribe, but also do you feel like you're contributing to our group to something bigger and better? Do you feel like you belong in that tribe? So you feel motivated to work toward um supporting that tribe? And then do you feel like you can do things your own way? Do you have enough autonomy? And how does it look to you? We ask about autonomy, super important. All of those things are the must-haves for having things done. For those of you who've ever completed the course that I um recorded and is available online, how to ditch that stick and carrot, how to motivate your team effectively, all of those things will be very familiar. If you've never done that course, I will show you how to access it. You can do that at any point in your own time. And I will give you all the in-depth explanation on the self-determination theory, which is that the theory that explains the intrinsic motivation. All right, and then what is the level of companionship in my practice? So the third C among those five C's of the landmarks of the culture map. What do I mean by companionship? Does everyone feel like others will have their back? Am I a part of this group? So you see, this is directly connected to what we just discussed. Um, the self determination theory, it's connected to that belongingness that is needed for intrinsic motivation. Does everyone experience joy at work as well? So I mean those two things. Do you feel Like we are part of the tribe and we are safe in that tribe, but also do we experience joy at work? Because our jobs are so complicated and we depend on one another so severely, we need to know that we are safe in that tribe, that people do have our back, that they will not turn around and say, you know, I don't care about you at all, I don't appreciate you, I yeah, I just do my job and you do whatever you want to do. That it's not a supportive environment. What is the opposite of that is actually the sense of safety. My team takes care of me, and I can feel that I can take a that deep breath, that okay, big sigh of relief. I am safe in here and I can take risks, I can try new things, and that sense of safety and being able to ask questions, maybe sometimes even doubting somebody's decision, but discussing it with them, um, knowing that no one will judge me, that is the psychological safety. For those of you again who did my course on five steps to building psychologically safe workplace culture, you will be super familiar with that term. If you've never had a chance to join that course, again, I will show you how to do it. It is there for you. At any point available, you can definitely do it yourself whenever you have time. Psychological safety has a lot of different definitions. I think this one is great, is a shared belief held by the members of the team that the team is safe for interpersonal risk taking. What are those interpersonally risky behaviors? Is asking questions, is telling your vet when you're a nurse that you know what? I think I think you've just touched the table. It's your glove is not sterile anymore. I think you need to change it. And we do it, even though it feels awkward, but we do it without um being scared that someone is gonna snap at us. It's expressing those concerns with the patient's safety is jeopardized. It's communicating openly, giving feedback and receiving feedback in a very gracious and um wise way. All of that is psychological safety, and it's an absolute must-have for the workplace culture that is healthy. Red flags for you to observe. So if you're wondering, oh, I don't know what the level of companionship is in my workplace, these are the red flags that you can look for. So if someone is hiding their mistakes and you learn about them after some time and suddenly there's no way to even repair them, that is a big, big red flag. If there are clicks, if there are people who don't accept others, when they separate themselves, when it's not a one big tribe, when people make other people feel alienated, that is a big red flag. And then low mood, that negativity. You know, when when we don't have any joy in our workplace, that is a big red flag. Companionship is supposed to be giving you two things safety and joy. And if we have those two, great. If we don't have them, that's trouble. So now these are the questions you can ask your team to learn more about the sense of companionship in your workplace. So the levels of psychological safety and joy. Do you feel

Companionship: Safety And Joy

SPEAKER_00 34:25

safe to express your true opinions and concerns and ask questions at work? Do you feel that others will support you even when you make a mistake? And do you experience moments of joy at work at all frequently? Tell me more about those moments of joy. Do you have them at all? Maybe you will find out that people have lots of moments of joy, or maybe they feel truly supported by their teammates. And this is something that you can celebrate. If you find out that actually those levels are low, that is a clear sign to you that we need to now focus on that thing, so to maybe helping people to become more inclusive, and that will take our culture to the next positive level. It will become healthier and more psychologically safe. And then what is the level of civility in my practice? Directly connected to what we just talked about, but let's talk about it specifically because it's a very big topic. We need to observe the civility in your workplace. And here are all the red flags, so all those uncivil behavior, rude or sarcastic comments, gossiping, ignoring someone, obviously shouting aggression, talking over someone, passive aggressive behavior, so rolling eyes or the annoyed heavy sigh, judgmental attitudes, belittling or humiliating others, or bullying, mobbing. If you see those things, even the gossip, sometimes also venting, that blurting out negativity, those sarcastic comments, when you observe, then it's a clear sign that we need to work on the levels of civility in our organization. Now, you could ask people directly, oh, is anyone sarcastic towards you? Um, it can be quite confronting when you ask someone about uh their teammates, they don't want to be the snitch, they don't want to have negative repercussions of kind of telling you about negative things about the person. I think we need to approach it more gently, more sensitively. Um, and I would like to offer to you those two questions that you can see. Is there anyone in the team who makes your you feel uncomfortable? So they can tell you a little bit more about how it looks, and then you can gently dig deeper um to ask, okay, how does it look? What sort of words they use, or they they maybe should use more of to make you feel more comfortable. And I think with the gossip, um, we can be more direct and kind of like gently take them towards some of the options. So, did you observe gossip or other rude behaviors? Why do I ask about gossip specific? Because a lot of people don't realize that it's actually unhelpful and it's uh uncivil, it's not civil to gossip about other people. Alrighty, so you can ask those questions and find out more about that landmark of civility. And finally, the last landmark is curiosity. So, what is the level of curiosity in my practice? And what do I mean by curiosity? We all make mistakes. I made a mistake today in this webinar. Um, and of course, English is my second language. I will make those mistakes, and some of the words will be harder for me to say. But when I make that mistake, when I feel that you, my lovely listener, you don't judge me. And maybe you would like to help me to even avoid making such a mistake in the future. I feel good. I feel that you're curious about the reason why I made that mistake, and you would like to help me to avoid that. What is connected to mistake, what should be connected to any mistakes, is always curiosity. There are very few people out there in the world who make mistakes or do bad things on purpose. Mistake is purely a mistake, it wasn't done on purpose. So if someone didn't have um some bad intentions, if there was no malice behind their actions, it means there was a mistake, and we need to help them avoid that in the future. And in order to avoid it, we really need to remove our judgment. We need to be curious, have a conversation about what just happened. You will see that some people in your team, they will moan about other people, complain about them, they will never give them direct feedback, but they didn't like what that person did. They will hold that resentment, they will hold a lot of those unpleasant emotions, and it doesn't serve anyone. It's not curious, it's not it's not courageous. So another C that we truly need is courage. You know, let's add that. This the sixth C, it's the courage that we need to have in our workplace. We can't have judgment. We can't have people looking at us like this. It doesn't serve anyone. So here are your red flags. If you see people labeling others, oh they are that they are the slovett, they are the root client. Big red flag. There's judgment. And there is a difference between using your judgment, so analyzing logically what you can see in front of you. There's a big difference between that and judging, being extremely judgmental. So basically assuming I already know what their intentions were, why they did the thing, and I create a bad reputation, um, this person's reputation in my hand. And sometimes through gossip, we repeat that uh reputation, unfortunately. We undermine them. The judgmental comments, so that is definitely a big red flag, and also low feedback exchange. When people do not tell each other the truth, what they truly think and believe, and they don't seek positive outcomes together. That is a big big red flag. Now, some people don't give feedback because they don't want to hurt another person's feelings, and I totally get it. But I also I'm certain that it doesn't take us to any better place culturally because we still hide that resentment. We don't resolve issues, even when we do that um with that theoretically

Civility: Spotting And Reducing Incivility

SPEAKER_00 41:07

niceness at heart, that we don't want to hurt somebody's feelings there. So here are the questions that you can ask your team to learn about the level of curiosity. Do you feel judged by anyone in a team? Do you get a chance to explain your point of view before someone shapes their opinion about you? In other words, do you see that people are curious and compassionate? They don't assume that they know everything about you. Do they ask towards you straight away when they see that happens? They don't wait forever. Do they see them asking you compassionate, curious, wise, human-savvy questions? And for those of you who did my course on mastering difficult conversations, you will know it so deeply and so well by now. How important feedback is and it's both giving and receiving feedback. And this is exactly what I discuss in this course: how to give someone negative feedback, how to appreciate them as well, and how to receive feedback gracefully, but also in a very practical way. So you can turn that into action. Again, if you haven't done that, it is there for you, waiting and available. All right, so let's go back to this question: how can I build a team with a healthy, psychologically safe culture? Find yourself on that map. Look for the red flags that I just showed you. So we know that there are those five C's, five landmarks of a healthy culture, of the culture that we want. There are landmarks that we should look for. So instead of looking for everything and looking at everyone, focus on those five. If you see red flags, it means that it's time to start asking your team questions. It's time to make sure that we you have all the information needed from them. Ask individually in one-on-ones, or do the survey with your team. And once you know where you are in terms of those landmarks, then you will know what to do. Just like when you know that you're in France, you know that you drive on the right side, you know that you speak French, you know how to handle that culture. You deserve to have as much information, as much data as possible. You as a leader, draw that culture map. Look at those five landmarks, find out where you stand, and based on those, make a plan that will give you a strategy. This is where you start. You put yourself on a map. If you struggle with doing that yourself, let me know because this is what I do as an external person to the teams that I work with. I do that assessment and I also combined it with the 360 assessment of the leader in terms of their behaviors, interpersonal skills. So if you want to find out what your team thinks about you, and you want to do that in a very safe way, very objective way, done by someone external, let me know, and I can help you with that for sure. This is where you start. Don't worry about the things that are gonna come. Think about now. What do I need to know now? And then how can I help my team later? The strategy will come. If you struggle with strategy, if you struggle with creating even those priorities, what I should do next, again, help is out there. That strategy starts in your own head. But the most important thing to do once you have that strategy in your own head is to share it with your team. You show it to others because it's nothing is gonna happen, nothing is gonna change if others are not on board, if they are not gonna join you on that journey. Put yourself on a map, know where you are, create a strategy. I would say a draft of strategy, what do we tackle first and work on first to make our culture better and healthier, and then you share with the team and you adjust it accordingly. You co-create that plan together. Now you might be wondering how to do it because it's hard. Okay, so even though I put myself on a map and I can see that okay, I need to work on the level of clarity, or I need to work on the level of completion or that psychological safety in my team. I'm a little bit lost. Um, I watched the course and still I would like to have a little bit of support. I am here for you. You can do the courses first, they are there for you at any point. But if you feel like you really would like to have your hand held throughout the whole process, this

Curiosity: Replace Judgment With Inquiry

SPEAKER_00 46:05

is why I created a leadership training and a group for the leaders around the world, and they truly support one another. So the leadership training is there available. Uh, these are some of my savis, as I call them, on the screen, and they're amazing people, humble leaders who say, Do you know what? I need to learn, I need to grow. There are things that I don't know, and I still want to improve, and I don't want to do it solo because it's quite a lonely journey, that leadership journey. And in that leadership training, as part of it, we always start with the 360 assessment for the leader. So if you join our group, our leadership training, you will learn so much more about what others, your team, think about you. I'm going to make sure that this happens and you have a good start. You can tailor that journey for yourself. So, where to find it? All of those resources. This is my website. You scroll down on behumansavvy.com and you'll find those different options. The group leadership training. So this is what I just described: people working together, many people from different places, different organizations, or you can create a group specifically for your organization as well, if you have five, six, or more leaders. You can do the online course or the that I just showed you, or you can coach with me or go through coaching with me individually one-on-one. And these are the signs that working with me could be helpful to you. Take a look at the website, and if you have any questions whatsoever, or if you want to inquire, you find a button there to inquire and learn more. This is the website, so you can scan that QR code. Take a look, and I am here for you. Um, if you have general questions, just pop me an email. Um, I know that this is hard to navigate. It's a very big step for the leader to start working under culture, which involves working on ourselves first and foremost. But you know what? I've seen everything. I've worked with any possible, obviously, not every possible, but a lot of different personalities and people who are humble but they are not perfect. And if you feel like you would like to have that very intense coaching, professional support, then I'm here for you. And nothing is gonna scare me and nothing is gonna shock me. I promise. Do you want to have that team that is both fulfilled and highly performing? Put yourself on a map. And this is where you start the journey of creating a beautiful, amazing culture. If you would like some more audio support, probably by now you know that we have podcasts. Uh, my business partner Amanda myself. We've got a podcast there that you can uh listen to at any point on your commute and you'll find a lot of support there. But it's complicated, it's hard, and some people truly would like to would like me to be with them or the other savis to be with them, and that is possible. So remember you don't have to be on your own with this immense challenge. Let's do it together, guys. Thank you so much for joining this webinar. All of the information is there. If you have any questions, shoot me a message. Um, you can see this little hand still on my screen. It's there on purpose, showing I am here. I'm here for you. Me, here, and whatever that is, it's not gonna scare me. Come to me as you are perfectly imperfect, a great, fantastic leader. Thank you so much.