Book Titles

…to identify the factors that distinguish teams with high performance and well-being, the most important differentiator isn’t who is on the team or even how meaningful their work is. What matters most is psychological safety.

In performance cultures, the emphasis on results often undermines psychological safety.

When we see people get punished for failures and mistakes, we become worried about proving our competence and protecting our careers.

The pressure to conform to authority is real, and those who dare to deviate run the risk of backlash.

In performance cultures, we… censor ourselves in the presence of experts who seem to know all the answers – especially if we lack confidence in our own expertise.

How do you know? It’s a question we need to ask more often, both of ourselves and of others. The power lies in its frankness.

…changing the culture of an entire organization is daunting, while changing the culture of a team is more feasible.

Creating psychological safety can’t be an isolated episode or a task to check off on a to-do list.

It takes confident humility to admit that we’re a work in progress. It shows that we care more about improving ourselves than proving ourselves.

…mindsets aren’t enough to transform a culture. Although psychological safety erases the fear of challenging authority, it doesn’t necessarily motivate us to question authority in the first place.