1. Psychological safety
Psychological safety which is described as “a shared belief that the team is safe for interpersonal risk taking. It can be defined as being able to show and employ one’s self without fear of negative consequences of self-image, status or career”.
In earlier blog posts we touched upon how psychological safety is important when motivating your team, avoiding stress and in feedback loops. This just underpins the need for safety and for freedom to be yourself, not getting punished for it.
2. The Framework
Framework, that is, describing your work and collaboration and the landmarks and founding elements you must have in place. You must make sure, that 1) what we are, 2) what we will, and 3) what we do are clear to all team members. As Erik wrote in his post on the framework: “The result is a list of answers (ref. to all the questions from his post), that can be used for communication, for prioritization of tasks, and for ensuring that you are doing the right things right.”
3. The Rhythm
Rhythm is about paying attention to the daily and weekly cadence and maintenance of the team, and making sure that tasks and information is distributed to the right people. This includes people, progress and product. Erik wrote a two-part series on modern people leadership which explains the rhythm when leading e.g. a team, project or business unit.
As your organization mature, more will follow
Having successfully created a safe space with these elements, your next responsibility is to maintain it. In his book Brave New Work Aaron Dignan writes:
“Creating and holding space is hard work. But here’s the good news. As your organization and OS (your organization’s Operating System) mature, a growing number of people will join your movement and connect their calling to its purpose. A new network of values, intent, and meaning will emerge.”
This indicates a ripple effect. If you act as the first capability owner, creating and holding a safe space, at some point others will join, and as Aaron continues: “an idea that once lived with you and you alone will make its home among other people. The purpose and space you’ve made will become community owned. It won’t be yours anymore. You’ll be part of something bigger than you.”
This is how your role as a capability owner directly affects the organizational change capability. You’ll be able to be front runner on creating and holding safe spaces, and hopefully you’ll see other safe spaces popping up around your organization, and collectively increasing your ability to navigate in a constant changing world.