Recently, I was asked by a publicsectorleadership team to help themwith developing a ‘speak up’ culture.Such requests are becoming more andmore frequent as leaders increasinglyworry about being on the front page ofthe newspapers for the wrong reasons,and understand the need for innovationemerging at all levels of the organisation.It quickly became apparent to me that theopen secret circulating in the organisationwas that the leadership team were the epitomeof how to create a psychologically unsafeenvironment for speaking up. Membersfeared the chief executive’s responses whenthey said anything deemed to be challenging,negative or problematic. These responseswere explosive and often public.
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