Safety As An Enabler Of Performance

When we create ‘safe environments,’ environments that are free from fear, where people are able to bring their full selves to work, we see that trust and collaboration emerge. We know that where there is fear, for example, fear of losing one’s job, fear of the organisational hierarchy, fear of not being good enough, it is almost impossible for us to be creative or innovative as we are always holding something back. Physiologically, our bodies unconsciously shut down these ‘non-essential’ things and focus all of our energies on dealing with the threat, whether this is imagined or real. Conversely, if there is no fear and we feel supported, cared for, trust emerges, along with collaboration and a host of other positive things. When we bring our full selves to the work we do, we’re more engaged and connected with the work we’re doing and the environment we’re working in – and hence we’re safer.

I had the privilege at the end of last year to be shown around Google’s headquarters in Zurich. Google is one of the most innovative of companies and knows that they must create a ‘safe environment’ for their people – not just to attract and retain the best talent, but to enable them to do their best work. As you walk around, you are struck by the openness of the offices (yet people are working intimately in small teams), the flexible working hours, and the fun that they build into the work environment that simply results in people loving being ‘at work’.

These are all the physical parts of the office they provide. However, you are conscious of the care they show every member of their team, the fact that innovation is both encouraged, and indeed expected, even embedded in their culture. They use seed funding to promote and accelerate great new ideas, then rapidly create teams around these ideas. People are encouraged to work on whatever inspires them, and have fun doing it.

These are some of the ways that Google creates a safe environment for its people and, hence, encourages innovation and creativity. This is an example of how safety, in its broadest sense, has become an enabler of organisational performance.

When people feel safe, they bring their full genuine selves to work and thrive, and when they thrive, their organisation thrives. We call organisations that thrive Why-Based Organisations, and these organisations have four key attributes, over and above normal organisations.

To continue the conversation of how to start to create these type of organisations, we have produced a short three-part video series on steps to becoming a thriving organisation and would love for you to contribute to the conversation.