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Here are excerpts from the podcast:
Tiffany:
Some managers I’ve spoken to have said, “But on my team, maybe there’s someone who’s a little more sensitive to feedback, and maybe in a team setting, we’ve tried to apply some of the techniques you’ve suggested, but this person might not feel psychologically safe.”
Gerald Tan:
I have an example that illustrates Tiffany’s point. I know of a situation where a manager had to provide feedback to an employee about certain work behaviors, and I believe it was a one-on-one with the employee.
And then in the meeting, (the person) said, “Okay, I get it.” But after the meeting, the person came back and said, “You know what? What you said to me made me feel very psychologically insecure.”
Jasmine Liew:
The challenge is that once we build a team, we want them to perform well.
So one way to do that is to normalize. Normalize, you can make psychological safety a norm so that everyone feels safe to share ideas, ask questions, share their concerns and ask for help without the fear of being judged, punished or reprimanded.
Having those norms in place makes people feel like, I can safely take this interpersonal risk, (and) I won’t be judged by my peers or my leadership. These norms make us feel comfortable with developmental or constructive feedback.
I think people can take positive feedback, but when it comes to developmental feedback or constructive feedback, what we share here is that psychological safety has nothing to do with kindness. There are a lot of misconceptions.
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