process. Conversely, a lack of learner safety triggers the selfcensoring
instinct, causing people to shut down, retrench
and manage personal risk. When learner safety is established
for others, they’re given encouragement to learn in exchange
for a willingness to learn.
Stage 3: Contributor Safety
Contributor safety satisfies the basic human need to contribute
and make a difference. When contributor safety is
present, employees feel safe to contribute as a full member
of the team, using their skills and abilities to participate in
the value-creation process. They lean into what they’re doing
with energy and enthusiasm and have a natural desire to
apply what they’ve learned to make a meaningful contribution.
Why do employees dislike micromanagers? They don’t
give the freedom and discretion for employees to reach their
potential. Why do employees like empowering bosses? They
encourage and draw out their team’s best efforts. The more
employees can contribute, the more confidence and competence
they develop. When contributor safety is created
for others, they’re empowered with autonomy, guidance and
encouragement in exchange for effort and results.
Stage 4: Challenger Safety
Challenger safety satisfies the basic human need to make
things better. It’s the support and confidence needed to ask
questions such as, “Why do we do it this way?” “What if we
tried this?” or “May I suggest a better way?” It allows employees
to feel safe to challenge the status quo without retaliation
or the risk of damaging personal standing or reputation.
Challenger safety provides respect and permission to dissent
and disagree when employees feel something needs to
ABSTRACT412/123RF
FEATURE
PILING CANADA 43
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