50.000 years ago, members of a tribe were completely dependent on each other to survive. Outside, all kinds of dangers lurked. Weather conditions, wild animals, and hostile groups did everything they could to shorten their lives as much as possible.
Everyone within the tribe was therefore looking for a safe environment. By creating safety, people started working together and trusting each other.
I am safe if you stay awake while I sleep, and you are safe if I am awake while you sleep. Safety creates trust, and trust creates safety.
It is no different within a company. When employees trust their leaders, a safe environment is created in which people collaborate and support each other.
Simon Sinek describes a situation in which an airline employee snaps at a passenger for wanting to check in earlier than allowed. When Sinek confronts her about it, she responds literally: “If I don’t make sure you follow the rules, I’ll get into huge trouble with my boss and could get fired.”
So she does not enforce the rules because it is truly necessary, but because she is afraid of losing her job. Whereas as a leader, you would actually want employees to apply rules based on the underlying intention, while simultaneously maintaining a customer-friendly attitude.
In daily practice, there are countless examples where leaders fail to create a safe environment, causing employees to trust their leaders, colleagues, and customers less.
Take the major banks, for example. Despite major scandals, executives often retain their bonuses or leave with enormous severance packages, while employees on the shop floor are laid off and customers end up in hopeless situations.
Or consider the benefits scandal. Political leaders and managers within the Tax and Customs Administration protected each other, while employees on the shop floor continued to strictly follow the rules, even though it was evident that thousands of citizens were facing serious problems.
No one dared to say anything for fear of the consequences.
Even when newspapers and news programs devoted daily attention to the scale of the scandal, virtually no one took responsibility. There was simply no safe environment.
It is quite possible that civil servants who knew things were going wrong decided to remain silent anyway, because that felt safer than speaking out and being pilloried themselves. That is the result of an unsafe culture.
Fortunately, there are also examples where things went differently. Sinek cites an American manufacturing company where 30% of orders disappeared in one fell swoop during the 2008 crisis. The company had to save 10 million. Instead of laying people off, management asked employees to take four weeks of unpaid leave. That leave did not have to be taken consecutively, and employees were allowed to decide for themselves when to use it. The company survived the crisis with flying colors. It was not just the measure that made the difference, but especially the way the CEO communicated it.
It is better that everyone suffers a little bit, than that a few suffer enormously.
What happened next? People started working together. Colleagues made agreements among themselves, and employees who could afford it better financially even took five weeks of leave, so that others managed with three weeks.
Another example is a company where employees receive a contract for life upon joining. People are never fired there due to disappointing performance. When someone underperforms, coaching or training follows. Both examples show that inspiring leaders do not let their people down. They create a safe environment, which fosters trust and collaboration.
We are currently living in extraordinary times in which employees are constantly confronted with change. They work from home and miss the daily contact with colleagues and managers. Their familiar work environment and fixed routines have disappeared. At the same time, they work from an environment where children demand attention and where work and private life constantly overlap. They hear daily reports about companies struggling and, in the meantime, try to assess for themselves what that means for their own future.
Where is the conversation by the coffee machine? Where is the pat on the back when someone needs it? Especially now, people need confirmation that they are working in a safe environment. An environment where support is available when needed.
For managers, this means that now more than ever, they must demonstrate their leadership. By being visible, radiating confidence, and making it clear that people can count on them. The only question is: how do you do that?
In my opinion, that starts with the mindset of the manager themselves. Are you genuinely willing to create a safe environment? And are you willing to actually act accordingly?
Sinek cites the example of a special forces commander in wartime situations. When food is available, the commander lets his men eat first. Regularly, nothing is left for him afterwards. When the group has to return to the battlefield later, his men hand over their own food to him.
If you ask why, they all give the same answer: “Because he would do that for me too.”
These men are willing to take a bullet for each other because they know the other would do the same.
Managers: if you want to be an inspiring leader, let your people feel that you are there for them, especially now. Offer safety. You will receive it back in trust, collaboration, and engagement.
Perhaps the tips below will help with that:
- Have confidence in your people and radiate that confidence;
- Encourage creativity and allow room for criticism;
- Organize remote collaboration and facilitate where necessary;
- Plan a call & coffee to maintain social contact;
- Take the lead and lead by example;
- Be flexible;
- Ensure rhythm and clarity regarding availability;
- Take children and home situations into account;
- Be alert to mental health;
- Stay connected and also ask about matters outside of work;
- Organize informal activities such as online games, a digital bootcamp, or virtual Friday afternoon drinks.
There will come a moment when we leave this period behind us and return to a new normal, whatever that may mean. I am convinced that precisely now it becomes visible why someone is a manager. Leadership is not a position. Leadership is behavior. This is the moment to show that. Your people need you more than ever.
“A winner is a dreamer who never gives up,” Nelson Mandela once said. A wisdom that is particularly valuable now for every leader who wants to make a difference.
Author: Pieter Willemse – trainer/coach Kenneth Smit
Source: Why Good Leaders Make You Feel Safe – Simon Sinek
https://www.youtube.com/watch?v=lmyZMtPVodo&t=16s