ABSTRACT
The ways we interact with colleagues are a key factor in their experiences, behaviours and the emerging culture.
Being visible, out and about in the school, supporting colleagues is typically a key part of building credibility and trust. Being present and warm are enhancers – on their own they are insufficient but they do strengthen psychological safety when the other, more substantive components are also enacted.
Pro-actively supporting psychological safety through anticipating and avoiding perceived threats and avoiding judgemental reactions is key. Becoming aware of our own ego and seeking to overcome it is crucial. Instead, by adopting Viviane Robinson’s Open-to-Learning conversations model, and treating any conflict or issue as an opportunity to mutually build better shared understanding and focus on future actions, we can achieve both radical candour and a supportive environment.
We need to appreciate and support the diversity in our staff. Not everyone is outgoing or enjoys noisy social events, and not everyone votes the same way or thinks the same way. We should take steps to consider this and avoid homogenous expectations, wherever we can, in order to improve people’s experience at work and to allow them to flourish.
There is a tendency for an “in-group” to form in any staff – we need to watch out for this and work proactively to lessen the potentially divisive or polarising nature of this phenomenon.
Leaders who practice what we preach and share our own reflections and experiences in matters of culture provide a powerful reference point for staff in developing behaviours that support healthy culture, such as seeking feedback, Open-to-Learning conversations, knowledge-building, rejecting previously held ideas, etc.
Conventions, symbols and gestures like birthday cards, mince pies or free tea and coffee can be powerful representations of belonging and valuing of staff. Beware using these without substantive other components, however, as empty gestures can do more harm than good.
“Run towards the fire” – where things are not right, we have to address them – and prioritise the worst things. Ignoring conduct which is detrimental to culture is many times more damaging than the conduct itself – we must work with all our colleagues to build a shared understanding of constructive conduct.
Questions for personal reflection and/or group discussion.
