Breaking the Silence: How Leaders unintentionally undermine psychological safety and stifle innovation

In the dynamic landscape of organizational leadership, effective communication is the linchpin that holds teams together, especially during times of change or adversity. However, in my experience all too often leaders inadvertently fumble this critical aspect, unknowingly eroding psychological safety within their teams. The repercussions are profound—employee disaffection, attrition, and a stifled atmosphere that hinders innovation.

So what are the ways in which leaders (often inadvertently) do this, and what can be done to address this?

Here are some common challenges with ideas to tackle them:

Better stories over more information
Leaders often cause problems by providing vague or ambiguous information, leading to confusion and anxiety among employees. The rumour mill starts and the last people to know there is disaffection are senior managers and those at board level.
There can be a tendency for leaders to think that more information is the answer, but people often don’t need more, they need better information, delivered in a way that resonates and engages them on an emotional level - consider the power of storytelling when you think about communication.

The one-way street
Leaders sometimes forget that communication is a two-way street.
So you broadcast updates every two weeks and your door is ‘always open’? Really?
To address this, prioritise understanding the audience and meet with them regularly to listen.
Encourage open dialogue and actively listen to employees' concerns and ideas. Tailor messages to resonate with the specific needs and values of different teams. By acknowledging and responding to the unique perspectives within the organization, leaders can foster a culture of collaboration and ensure that communication is a dynamic exchange rather than a one-sided broadcast.

Choosing the right messenger
People pay more attention to credible, trustworthy messengers and this can can greatly affect the impact of your communication - it’s one of the 9 most powerful influencers rooted in behavioural science. It may seem counter-intuitive but tradititional leaders in a top down hierarchy may not always be the right people to deliver a message around a change in behaviour that needs to happen - we’re more likely to take advice from people we have a rapport with whom we identify.
Consider key messaging from respected peers and the influential people in an organisation that do not sit at the top of your org. charts.

The requisite skills
Some leaders will underprepared to deliver important key messages, believing perhaps that this is acceptable for an internal audience, won’t make a difference or won’t be noticed. Often they can cite the lack of time or believe they can simply ‘wing it’ as long as the information is provided.
Becoming a good communicator and storyteller is not a ‘given’ for Founders or senior executives, nor is it something ‘innate’ when people get promotions - in fact it’s a fundamental skill that needs to be learned and honed to ensure you can become a better leader.

Leaders should ask for feedback, seek advice and coaching where necessary and advance their own thought leadership skills in order to inspire those they lead.

These are just a few things that could be holding you, your teams and your business back. Communication and effective storytelling are fundamental skills to drive change and inspire your people to action.

For more tips on becoming a better communicator and thought leader, get in touch.