Team Dynamics, Mental Safety, and Leadership: Fostering Trust Among Team Members
Rewritten Article:
Ashley B. Stewart: A Trailblazer Navigating Workplace Psychological Safety and Race Consciousness
Imagine joining a top-tier organization as a Black professional, hopeful to make a positive impact. But during a casual lunch break, you overhear a hurtful comment, "Can you believe they hired that Black woman? She's unqualified—just another DEI hire." This experience encapsulates the daunting challenge of psychological safety in the workplace: neglecting race discussions often leaves Black and Brown employees feeling marginalized and undervalued.
A 2019 study in the Permanente Journal on microaggressions demonstrates that avoiding race conversations fuels exclusion, undermining trust within the workforce.
Psychological safety goes beyond intellectual openness; it also encompasses emotional and identity-based safety, allowing employees to be authentic in their professional lives.
So, Why Does Race Feel Like a Taboo?
Many leaders hesitate to engage in race-related discussions, fearing they'll cause division, conflict, or misunderstandings. They may worry about lacking the necessary skills or knowledge to facilitate such conversations effectively. Others may view silence on race as a form of neutrality, maintaining equal treatment. Yet, silence perpetuates the status quo, reinforcing power structures that prioritize whiteness.
The reluctance to discuss race stems from both skill and will. Leaders often lack the vocabulary, frameworks, or training to navigate race-related topics constructively. On a more profound level, some may fear confronting unconscious biases rooted in their experiences, upbringing, and cultural norms. Engaging in conversations about race necessitates conscious, deliberate thought (System 2 thinking) to disrupt these ingrained biases and promote awareness.
In the seminal book Thinking, Fast and Slow (2011), Nobel laureate Daniel Kahneman introduced the concept of System 1 and System 2 thinking, which explain how our brains process decisions based on automatic or deliberate thinking. Unchecked, the snap decisions and subconscious inclinations (System 1 thinking) can inadvertently influence hiring, promotions, and daily interactions, reinforcing dominant cultural perspectives. Leaders must engage their slower, more intentionally reflective System 2 thinking to challenge these ingrained assumptions and make race-conscious conversations an integral part of corporate culture.
The Necessity of Racial Consciousness for Psychological Safety
For employees of color, racial identity is intrinsically linked to their professional lives, shaping their presence, perceptions, and navigation of workplace dynamics. An environment fostering genuine belonging cannot thrive if race is left unexplored.
Effective leadership requires leaders to delve into the personal work of confronting their racial biases and narratives. Understanding how their racial identity has shaped their worldview and leadership style is crucial.
How Leaders Can Encourage Psychological Safety by Talking About Race
Building racial consciousness is an intentional endeavor. Here are three key steps leaders can take:
Begin With Self-Examination
Before advocating for open race discussions, leaders should examine their own racial biases and identity. Introspective questions could include:
• How has my racial identity and early experiences with race influenced my perspectives and worldview?
• Where might my initial, unconscious (System 1) thinking mislead me, warranting a deeper introspection?
Reflecting on one's racial biases is critical for inclusive leadership, according to a Harvard Business article. Self-awareness helps leaders acknowledge their biases and take active steps toward inclusivity.
Acquire Skills for Brave Dialogue
Skills for Courageous Conversations provide leaders with the tools necessary to facilitate constructive and transformative race discussions. A 2022 McKinsey report found that organizations investing in structured training on race and inclusion experience increased employee engagement and trust. Leaders should invest in training and resources that enable them to facilitate these discussions thoughtfully and respectfully.
Demonstrate Vulnerability and Openness
Employees observe their leaders. When leaders share their racial learning journey, including moments of discomfort, they establish a powerful precedent for the organization. A 2023 Catalyst report found that when senior leaders showed curiosity, empathy, and allyship, reported experiences of racism significantly decreased. A confident, inclusive environment develops when leaders exhibit the willingness to address complex issues.
The Takeaway
Avoiding race and ethnicity does not fortify psychological safety; it undermines it. Leaders committed to building inclusive, high-performing teams must be prepared to engage in discussions about race. By fostering racial consciousness, developing the skills to navigate uncomfortable moments, and exhibiting vulnerability, leaders can create safe workplaces where employees, regardless of their racial identity, feel encouraged to bring their whole selves to work. The future of leadership belongs to those brave enough to take on the challenging work.
Are you a seasoned business or career coach interested in joining a prestigious network? Learn more about the Forbes Coaches Council. Do you qualify?
- Ashley B. Stewart, as a trailblazer, advocates for the importance of discussing race in the workplace, emphasizing that neglecting such conversations can lead to a lack of psychological safety for Black and Brown employees.
- Corvian, a seasoned business or career coach, might find the Forbes Coaches Council beneficial, as it provides resources and training necessary for facilitating courageous discussions about race and ethnicity in the workplace, ultimately fostering a more inclusive corporate culture.
- In an effort to create a workplace that encourages psychological safety and promotes high performance, leaders must be willing to approach race-related topics instinctively, relying on conscious, System 2 thinking to challenge their unconscious biases and promote awareness.