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How Leaders Fake Psychological Safety
By Ron Carucci
Hmm, I’m not sure of the best way for us to proceed. What do you all think we should do?”
Josh (names have been changed), the CEO of a global financial services company, said those words to his team during a meeting aimed at solving a thorny problem with a struggling product line. Josh was well-liked and incredibly smart. So smart, in fact, that the team had come to rely heavily on him alone to solve problems. He wanted to change that dynamic so that everyone felt committed to offering their own ideas, challenging his, and sharing in the work of wrestling with difficult issues.
Because of my extensive research on organizational honesty, leaders commonly ask for my help in getting people to ...
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