Management teams workshops

Create the climate of Psychological Safety!

  • Promote trust, transparency, and openness to admit mistakes and failures.
  • Encourage accountability for collaborative decisions and actions.
  • Build engagement and team-oriented mindset towards achieving goals.
  • Foster climate of psychological safety.

How can we help you?

We offer a unique leadership development programme „Growing self-awareness as the foundation for building an effective management team” aimed at supporting leaders in developing leadership competencies that foster the growth of psychological safety climate both within the team and throughout the organisation.

We use a unique psychometric diagnosis as the basis for in-depth individual feedback sessions, as well as a source of information on the dynamics of the management team. Group workshops aim to familiarize participants with contemporary leadership research, practically apply acquired knowledge, and develop solutions that lead to achieving organisational goals while maintaining the employee well-being as a central point of attention.

What are the key benefits of building a psychological safety climate in an organisation?

In today’s volatile and unpredictable world, one of the key factors for organisational success is the ability to quickly adapt to new circumstances. The latest research on teams’ effectiveness and innovation shows that a high level of psychological safety contributes to organisational agility. This allows for creative experimentation and quick problem-solving without generating unnecessary bureaucracy. Such an environment, which stimulates productive discussions, provides the opportunity to benefit from the potential and contributions of each team member, thereby increasing their sense of influence and well-being.

Although building a climate of psychological safety brings certain benefits, it remains a significant challenge for many organisations. It is related to the so-called interpersonal risk, understood as, for example, revealing one’s lack of knowledge, asking for help, or presenting ideas that differ from those of others. The risk arising from such situations can be interpreted in four possible ways (Edmondson, 2003): being perceived as ignorant, incompetent, negative, or nagging. Therefore, the effectiveness of actions in this area depends on whether the leaders build mutual trust in their relationship with team members and demonstrate an open and attentive attitude towards others, so they know that their perspective is highly appreciated.