The Power of Psychological Safety
The psychological experience of having something to say yet feeling literally unable to do so is painfully real for many employees and very common in many organizations. — Amy C. Edmondson
By most measures, Google is one of the most successful and innovative companies ever created. As you read in Chapter 4, two-thirds of all online searches across the world today are performed on its site, and, since going public in 2004, the organization’s stock performance ranks amongst the greatest in the history of business.
One thing that has characterized Google since its inception has been its intention of making it a company where the most talented and creative people in the world would want to work. And as validation that they’ve succeeded, no organization has ever ranked No. 1 on Fortune magazine’s “Best Companies to Work For” list more times—and that’s true for both their American and global workplace rankings.
One of the many key reasons Google has been such a standout is because they’ve been uncommonly committed to identifying the leadership practices that have the greatest impact on driving employee motivation, engagement, well-being and, of course, productivity. Rather uncommonly in business, they’ve not only wanted to ensure every employee had a good manager—they’ve wanted to fully understand what behaviors and practices characterize great managers. And this brings us
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