Simone Robinson, Regional Director, The Oakridge Centre, writes:
Some of the actions taken have included the provision of suitable equipment (chairs, headsets etc); regular team meetings; the appointment of mental health advisors; wellbeing activities and social events. The great leaders, those who have recognised that when their staff say they are ‘fine’ they might not actually mean the dictionary definition of ‘fine’ (satisfactory), have been providing people with safe spaces for conversation.
A few months ago scientists at the Grossman School of Medicine at New York University released a report suggesting that regular yoga practice may help improve symptoms of long-term anxiety, however, it is not as effective as talking therapy.
During the COVID 19 crisis leaders, particularly those in HR, from across all industrial sectors have been doing their utmost to ensure that remote working staff are cared for. Some of the actions taken have included the provision of suitable equipment (chairs, headsets etc); regular team meetings; the appointment of mental health advisors; wellbeing activities and social events. The great leaders, those who have recognised that when their staff say they are ‘fine’ they might not actually mean the dictionary definition of ‘fine’ (satisfactory), have been providing people with safe spaces for conversation.
Below you will find the top five reasons why great leaders consistently provide a safe space for conversations for their employees.
- We have never been here before
No current leader has faced the level of change and disruption to their organisation as they have in the last 9 months. Everyone, from the boardroom down, has had to embrace change – not just one change but constant change and change that has not been planned for. There is no ‘best practise’ manual for our current situation and everyone is feeling uncertain about the future. Safe space conversation sessions provide a leadership free, confidential, non-judgemental and meaningful time for staff to speak openly and honestly about how they are feeling thus helping leaders, when they receive their anonymised report after the session, to get a true reflection of how their people – the life blood of their organisation – are really doing in this uncharted place that we have never been before.
- We do not know what we do not know
Safe space for conversation sessions are professionally facilitated so that attendees stay focussed on what is happening now and how they would like to see the organisation’s future endeavours. The sessions result in both attendees and leaders having a clearer understanding of what is going well, what could be easily improved and what significant changes could benefit all. The classic ‘start-stop-continue’ retrospective discussed in a confidential and psychologically safe space which results in a report which leaders can be assured is what they really need to know.
- Ideas from ‘inside the box’ can be worth more than ‘outside the box’ thinking
Nobody knows an organisation – how it ticks; who does what; how things are done; where the bottlenecks are and where the potential is – better than the people working within it. Leaders need to hear from everyone during a time of change, as nobody knows where the best suggestions and ideas are going to come from. In a Forbes interview, when asked about his top three leadership principles, Richard Branson number one principle is quoted as follows: “Listening is one of the most important skills that anyone can have. That’s a very Virgin trait. Listening enables us to learn from each other, from the marketplace, and from the mistake that must be made in order to get anywhere that is original and disruptive. I learn so much from guests and employees that way.” Within safe space conversation sessions attendees are able to discuss ideas they may not be confident enough to mention to their managers, knowing that ideas will reach their leaders via the after session anonymised report.
- We miss those ‘water cooler’ moments
There are not many companies who have office akin to those of Google’s headquarters in New York, which are designed so that no-one is ever more ‘150 feet from food’ – encouraging employees to snack and chat and inspire each other. This focus on ‘casual collision’ (including extremely slow lifts) is not new. The central market square in Florence during the 13th century featured many meeting and eating venues where musicians would talk with philosophers, teachers would chat to clerics and so on. These conversations eventually led to period in history known as the Renaissance Period – a time associated with great social change – which sounds like a good way to describe our current situation. Leaders cannot provide a water cooler, a coffee station or slow-moving lifts at the moment but they can, via mixed departmental safe space conversation sessions, encourage the sharing of thoughts and the development of ideas.
- Naïve listening is a prized leadership skill
At a time of great uncertainty and fears of job losses it is no surprise that staff might not be willing to enter the ‘spotlight’ in management or companywide meetings. When asked how they are doing they may respond ‘I am fine’ usually followed with the question ‘How are you?’ to divert the conversation. Fine could mean fearful, insecure, nervous and exhausted but people might not be willing to be so open during this tremendous time of constant change. Nelson Mandela is known to have always spoken last in meetings – a skill he apparently learnt from watching Jongintaba, the tribal king who raised him, who would gather his men in a circle and wait until they had spoken to speak himself. More recently leadership expert Simon Sinek is quoted as saying that a leader who let everyone speak
“… gives everybody else the feeling that they have been heard. It gives everyone else the ability to feel that they have contributed, and you get the benefit of hearing what everybody else has to think before you render your opinion.” Safe space for conversation sessions demonstrates to employees that their views and their contributions are valued. They also ensure that leaders can hear everyone speak before they do and, via the anonymised session reports, practise the art of naïve listening.
For more information regarding facilitated Safe Space Conversations please contact
Simone Robinson, Regional Director, The Oakridge Centre simone.robinson@oakridgecentre.co.uk Tel: 0161 327 2031