What's at stake? (0:00) If we do this well, we’ll create sanctuaries of inclusion and incubators of innovation. But if we do this poorly, we’ll be perpetually dissatisfied, we’ll create toxic cultures, and our organizations will suffer.
The current state of hiring, firing and promotion (9:00). Do most organizations make these decisions based on technical or cultural criteria? Tim and Junior talk about the process, outcome, and consequence of both.
What role does psychological safety play currently in the hiring, firing, and promotion of most organizations? (16:00) For most, it's a back seat role. If leaders aren't accounting for psychological safety, what are they looking for?
Technical competence isn't everything (19:40) Tim and Junior discuss the cultural and interpersonal components of hiring and why they should be considered in conjunction with technical skill and experience.
Psychological safety is at the heart of healthy culture (24:15). Tim gives listeners an overview of what psychological safety is and how it fits into the HR space.
The difference between cultural fit and cultural competence (29:30). Tim and Junior talk about why using the term "cultural fit" can be dangerous. Cultural competence, rather, has to do with your ability to contribute to a culture of psychological safety.
Firing and psychological safety (34:00). Tim and Junior make the claim that organizations aren't letting people go that should be let go because cultural competence is not a criterion for evaluation.
Promotion and psychological safety (44:45). Turns out, you get what you tolerate. What promotion criteria should we use to ensure that they will perpetuate healthy norms and build a vibrant culture?
Measure psychological safety on your team for free (59:45). Tim and Junior give listeners the chance to put this into practice with a totally free 4 Stages™ Team Survey license.
The Complete Guide to Psychological Safety
Hiring, Firing, and Promotion Webinar
The 4 Stages of Psychological Safety
LeaderFactor Note #12: 3 Most Deadly Hiring Mistakes
