John Mayer and Peter Salovey conceptualized emotional intelligence as a set of skills and abilities, which research has confirmed are essential to leadership, collaboration and problem-solving. But how do we learn these skills and, more importantly, put them into effective practice? Emotional resilience is a practice by which we continually develop and hone our self-awareness, self-regulation, as well as our interpersonal and leadership skills. Emotional resilience is fundamental to safety leadership, safe work practices, organizational agility, and cultivating a psychologically safe work environment. I have curated a set of techniques and practices from the fields of neuroscience, cognitive behavioral psychology, positive psychology and communication and learning sciences that provide a practical and effective way to foster emotional resilience in organizations. I offer workshops, webinars and group coaching on emotional resilience for high-reliability organizations.
Psychological safety is a phenomenon described by Amy Edmondson of Harvard Business School. It is a condition within work groups where people feel they they are allowed to speak up, dissent, contradict, make mistakes, and take risks. Edmondson's research, along with that of many others, suggests that psychological safety is essential to high-reliability organizations. All organizations―no matter how technical or industrial its operations, no mater how proscribed its procedures, no matter how precise its engineered systems―are complex human systems. In other words, they have autonomous and nested systems that influence each other in sometimes imperceptible ways... leading to unexpected outcomes. Psychological safety is cultivated―or destroyed―in the complex interplay of human systems. For example, an emotionally charged exchange can influence a particular interpretation of a policy, resulting in a passive aggressive act of compliance that drives a social norm reinforcing emotionally defensive thinking patterns. It's very easy for leaders to become frustrated with the mercurial dynamics of human systems, especially when struggling to cultivate and maintain a safety culture. I help leaders not only to understand psychological safety, but also to identify barriers to psychological safety in their policies, processes, role definition, measurement and communication norms. I offer workshops, webinars and group coaching for leadership teams, operational teams and safety managers.