Coaching at Work annual conference: Languishing to Flourishing, online, 23 November, 2021
By Jane Brengen
Against the backdrop of a surfer riding a huge wave Mark McMordie began his two-part workshop by reflecting on the reality that we’re living in world of constant and unpredictable change.
The beautiful question the image implied was this: how can we surf these changes skilfully? In a workplace context this was translated as: ‘how can we access resources to enable us to create an adaptive response that will support innovation?’ One answer rapidly gaining momentum globally is the creation of psychologically safe environments where people are able to take interpersonal risks, speak up, ask questions, voice concerns or own up to mistakes without fear of retribution.
McMordie, CEO of The Conscious Leader differentiated psychological safety as an external interpersonal and an internal intrapersonal phenomenon. The first part of the session explored the theoretical constructs and neurobiology central to psychological safety. He touched on the Fearless Organisation Scan, an instrument developed to measure psychological safety in teams. He said this methodology has helped to shift decision makers’ mindsets, from regarding psychological safety as something soft and fluffy to recognising it as a business imperative. “It activates the ‘now what’ impulse,” he said. He emphasised that it was important to “challenge directly and care personally” – that growth and development comes through being stretched, with kindness.
He devoted the second half of his session to inner practices that help to cultivate a sense of internal safety, connecting us more deeply to ourselves which, in turn, facilitates deeper connection with others. He contextualised the importance of this inner work with a quote from Bill O’Brien, former CEO, Hanover Insurance: “the success of an intervention depends on the inner condition of the intervener,” meaning that the more grounded the facilitator is in themselves, the more present they can be and the stronger the container becomes for transformational inquiry. McMordie guided participants sensitively through a 15-minute Loving Kindness Meditation, supporting us to turn inward and bring to life the intention to wish ourselves and others well. Research by Barbara Fredrickson shows that this helps to shift the neurophysiology in teams, deepening empathic connections through flexing minds and opening hearts. It’s a powerful practice to humanise the workplace.