In my recent experiences, I'm trying to take concrete steps to increase psychological safety in my musical workspaces. And I've come to learn that it is more challenging and uncomfortable than I thought it would be. 

We all know what it feels like to be afraid to speak up about what we think, to question a leader's decisions, and to feel like we must "play it safe" and not "rock the boat" - most of the time for self-preservation.

As the leader, I've tried to mitigate that by coming into the room and creating space for people to share their ideas. I remind musicians often that I don't have all the answers nor know everything. I also ask meaningful questions designed to foster growth and risk-taking. 

I can do all these things technically "correctly" and it still may not work. Why not?

Well, people may:

• Feel uncomfortable when they are put on the spot publicly to share their thoughts

• Be skeptical if my approach is actually a ploy

• Default to the comfort of being told exactly what to do by a leader

• Feel doubt in their musical opinions

• Disagree in the approach

• Have their guard up because of previous negative experiences

• Feel resistance in taking the actions that are a departure from the norm

• Feel scared because sharing and taking risks are vulnerable acts

***

Sometimes when I set the stage to maximize psychological safety, I expect the people to make sudden changes in response. I expect people to fully participate and share their ideas. I expect people to actually have ideas. I expect all tension in the room to be dispelled instantly. I expect everyone to feel good and excited about this different way of working. In other words, I know this is a good thing for us, and I hope people will meet me where I am. 

Perhaps what I really need to do is meet people where they are.

Here are some ways I'm trying to do so:

• Experiment with different ways of inviting people to participate. Some people don't do well speaking their ideas. Some people need time to process. Giving permission to not share right this second in rehearsal or to share via text or email encourages people to participate in their own comfortable way.

• Naming the discomfort that results when we choose to operate differently. Perhaps someone needs to feel validated about feeling awkward and unsure about this way of working. Maybe that's where they are. I have found this to mitigate some of the discomfort and tension in change.

• Remind everyone that we can't be good at something we've never done before. This takes the pressure off of having to get it right the first time. It gives a perspective that helps us frame when we don't do as well as we wanted to in making change.

• Encourage bite-size steps. We often think it is all or nothing. We either succeeded in something or we didn't. Leaders can help musicians realize that a little tiny step counts toward the change we try to make. Maybe acknowledging that this feels strange and being OK with it is that step. Maybe writing the email without actually sending it is a step. When we recognize that we are making bite-size efforts, we are more motivated to keep trying.

I personally feel resistance and discomfort regularly in leading the changes I seek to make for bettering working environments. I sometimes just want it to work and people to come on board. When I do that, however, I neglect to consider the experience gap between me and them. I think about these ideas every day. They probably don't. So it would benefit my work to meet them where they are.

What changes are you trying to make for the better at work? And how might you be able to meet your colleagues where they are?

Curious? Sign up to receive an email with each new post!

Prefer to watch/listen instead?

Here's the blog in video format!