Have you ever stepped into a meeting and experienced that “walking on eggshells” feeling? Like you’ve missed the joke, and no one is going to share it with you? Have you been in a meeting where you were afraid to tell the truth, bring up the hard facts, or provide constructive feedback?
The fact is, good meetings are a symptom of great teams.
Amy Edmondson was a part of Google’s Project Aristotle, where the tech company investigated what makes a team productive, innovative, or effective. In essence, what makes a team great? Through her research, she coined the term “psychological safety.” Psychological safety is a belief that you won’t be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. It describes a healthy way people relate to each other as a team.
You can’t have better meetings (collaborations, decisions) without psychological safety. It’s good for the mental health of your team and decreases employee turnover. If that’s not enough for you, consider improved employee engagement.
Teams with psychological safety share accountability; they hold themselves and others accountable, which makes working together both demanding and inviting. There is a shared believe that each person on the team is capable and has the skills and knowledge to do their work that contributes to the whole.
On teams with psychological safety, there is an attitude of “we are better together.” Employees feel fulfilled because the team respects and needs their perspective, input, and ideas. There is satisfaction in the work when each person contributes meaningfully in the way they were hired, called, or volunteered to do.
Psychological safety means team members can show up to a meeting as their authentic selves, share ideas, take risks, and ask for help in front of the group. Curiosity replaces blame. Imagine being asked “what needs to happen?” instead of being asked “how could you?”
Meetings are where we solve problems, make decisions, share ideas. To do our best work, we need to be able to say what we are thinking. We can’t avoid or skirt around problems.
So, how can we encourage and build psychological safety?
Once your team starts to express psychological safety, you’ll see relationships grow, ideas expand, productivity increase. When we bring out true selves to work and to our meetings – everyone benefits.
If you’ve ever planned a large event, you know how hard it is to determine how many volunteers or staff you’ll need to make the event run smoothly. So, you turn to your good friend Google and find out that the general recommendation is one (1) staff member per 50 to 100 attendees.
Great. But, that’s a broad generalization, and it’s critical that you get the number right. After all, if you understaff an event, your attendees will suffer. And if you over-staff, it will cost you money or sour a valuable relationship. You don’t want your volunteers feeling unappreciated because they’re standing around doing nothing.
To figure out the appropriate number of staff – either paid or volunteer -- you need to start by being clear on what needs to be covered and for how long.
For example, a registration desk is usually a busy place at the start of a conference or event. You may need several people to help when everyone arrives during the same half hour. But once the rush is over, you may only need one individual to handle late-comers or to serve as an information desk where attendees can get their questions answered. The other volunteers or staff can be assigned a new task.
Take time to identify every job that needs to be covered and for how long. Here’s one way to do it:
Where: The lobby
What time: Arrive at 7:00 a.m. and be ready to start at 7:15 a.m. Finish at 9:30 a.m.
Role or duties: Welcome attendees, capture attendee data for onsite registration, assist attendees at iPad kiosks, provide event information to attendees, distribute agendas and notebooks, encourage attendees to register for post-event training.
Some common roles at events:
Now, determine who can fill those roles. If you’re hosting a company-sponsored event, you may rely on employees to serve in familiar roles. For example, you may ask your communications director to serve as a liaison to media and to oversee social media for the day.
You might ask an employee to do something different than what they normally do. For example, your payroll specialist may be asked to host one of your speakers. Don’t get too caught up on titles as long as it’s clear what needs to be done. And don’t be afraid to ask someone to serve in one area while it’s busy, and then do something else once the rush is over.
Assign one-point person for every event area. An area can be a geographical space or a category, such as event program, refreshments, vendors. That point person might have an assistant or even an assistant to the assistant (as one client, who was having a bit of fun, once recommended). This point person is important so that volunteers and other staff know whom to contact if there are issues.
In addition, map out a clear chain of command among everyone onsite. Collect names and cell phone numbers so you know how to reach people.
One helpful hint: walkie-talkies can be valuable communications tools for staff and/or point people when an event is large (either by space or number of attendees). Cell phones are great, but may not always work well in situations where people may have their ringers off or where coverage is spotty.
By defining roles and identifying the right people, you’re well on your way to making sure everything runs as smoothly as possible.