Presented by Theresa Moulton, Editor-in-Chief
In a recent study by McKinsey on psychological safety and leadership behavior, it was highlighted that leaders must exhibit two key types of behaviors to foster inclusivity and psychological safety within their teams. Firstly, leaders should adopt a consultative approach and cultivate a positive team environment as the basis for team culture. Secondly, they need to demonstrate supportive behaviors and communication both at the team level and with individual team members.
When advising change leaders and sponsors on effective change management, it is common to provide them with specific behaviors to model and tailored messages for the organization. However, the real challenge lies in aligning the entire leadership team to fully commit to the change. Oftentimes, the lack of psychological safety within the executive team hinders this alignment, necessitating a more profound approach than conventional change management strategies.
Upon reviewing the McKinsey article referenced below, one must question whether change management professionals are truly equipped to ensure stable sponsorship for transformative initiatives. Are we addressing the underlying issues in ineffective change leadership behaviors and striving to create a psychologically safe environment for our executive change leaders?
Explore the article linked below and share your thoughts:
Psychological safety and leadership development | McKinsey
