Following a presentation I gave this week on how project managers can cultivate psychological safety within their teams, an attendee asked me to what the relationship is between psychological safety and emotional intelligence (EI). After answering her I felt it was worth writing about it.
EI is normally considered to be a personal trait although it is possible to claim that one group of people has a higher degree of EI than another. Psychological safety is usually defined in the context of a team as it wouldn’t make sense to assess the level of psychological safety of an individual unless they are suffering from multiple split personalities! It would be difficult to assess psychological safety for an overall organization as companies are normally composed of multiple overlapping teams. However, it is possible to assess if the executive team is committed to building a team culture of high psychological safety within the divisions which they lead.
One model for EI uses the following four attributes: self-management, self-awareness, social awareness & relationship management.
How do these traits help a team to become psychologically safe?
Team members who are effective at self-managing and are self-aware will be better equipped to handle actions, comments or behaviors from their team members which they take exception to. They know what their own strengths are but they also understand their weaknesses which means that they are more likely to say when they don’t know something, are making an assumption or need assistance from someone else on the team. They have self-confidence which means they are comfortable with experimenting and not feeling that a failed experiment reflects poorly on their abilities.
Social awareness and relationship management relate to how much empathy we demonstrate towards others and to our ability to work well in a team as both a contributor and a leader. Having higher levels of these characteristics means that individuals will be better at picking up on the discomfort of their peers and can help those who are silent to find a voice. It also means that they will be more effective at resolving conflicts which could mean interceding on behalf of a team member if they are being persecuted.
So it seems like a reasonable assumption that on those teams where the members exhibit higher levels of emotional intelligence they are likely to become psychologically safe quicker than others.
But is there an inverse relationship as well?
It is difficult to effectively improve one’s emotional intelligence without receiving coaching and support from those whose feedback we trust. In psychologically safe teams, team members feel safer providing feedback with radical candor to their peers. As such, I’d assert that psychological safety can act as an accelerator for increasing the overall emotional intelligence of the members of a team.
A rising tide lifts all boats!
This post was originally published on this site