It was one of the most intriguing After-Action Reviews (AARs) that I have facilitated in several years. As part of a leadership business simulation workshop, the five teams of five high-potential leaders were given 30 minutes to fill out a team survey and discuss and give each other feedback prior to the next round of the simulation. The client organization is a big DiSC house, so all of the high-potential leaders were supposed to provide their feedback through the lens of their DiSC personality style.

As the facilitator, it was my role to keep the dialogues going and to offer coaching when appropriate. As it turns out, I provided a lot of coaching.

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Most Business Leaders are trying to lead in an environment that nobody has ever seen before. There are no patterns or best practices. The combination of being in a global pandemic at the same time there is accelerating inflation, global supply chain shortages, environmental issues, the “great resignation,” employees working remotely, and a despot leader in Russia threatening to start World War III is presenting leaders with unprecedented challenges.

One of the areas our Advantexe clients are seeking help in is helping develop environments and cultures of psychological safety in the midst of all this chaos. Psychological safety is defined by a workplace climate enabled by emotional intelligence that allows people to take risks, learn from mistakes, give candid feedback, and innovate. When your environment is not psychologically safe, people tend to keep ideas to themselves out of fear of being ridiculed, they don’t give candid feedback, and because they fear for their job, they enter into self-preservation mode. None of that is good for business.

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