John Grubbs - When Training Matters

Helping Companies Rethink, Recover & Refocus on the Future

Call John Grubbs (903) 295-7400

facebook linked in twitter youtube


7 feel safe

When Alan Mulally took over as CEO of Ford in 2006, the company was in dire straits. It had lost over $12 billion in the previous two years, and employee morale was low. One of the biggest challenges facing Mulally was the lack of psychological safety in the workplace.

At the time, Ford had a culture where employees were afraid to speak up and share their ideas. There was a culture of fear, where employees feared being blamed or punished for mistakes. This lack of psychological safety significantly impacted the company's ability to innovate and solve problems.

Mulally recognized that he needed to create a culture of openness and transparency to turn things around at Ford. He began by holding weekly meetings, known as the "Business Plan Review," where he invited executives from all departments to come together and discuss their progress. During these meetings, Mulally encouraged everyone to share their ideas and opinions, no matter how unconventional they might seem.

Mulally also introduced the "One Ford" strategy to promote psychological safety further, emphasizing teamwork, collaboration, and a shared sense of purpose. He created a set of values that emphasized honesty, transparency, and respect for all employees. He also introduced a program called "The Ford Way," which aimed to standardize processes and procedures across the company, making it easier for employees to understand their roles and responsibilities.

As a result of Mulally's efforts, Ford's culture began to shift. Employees started to feel more comfortable sharing their ideas and feedback, and innovation flourished. The company launched several successful new products, including the Ford Fusion and the F-150 pickup truck. Ford's financial performance also improved, with the company returning to profitability in 2009 and posting record profits in subsequent years.

Overall, Mulally's focus on creating a culture of psychological safety at Ford was instrumental in the company's turnaround. By promoting openness, transparency, and collaboration, he built a more engaged and motivated workforce better equipped to tackle the company's challenges. Today, Ford remains committed to fostering a culture of psychological safety and prioritizes employee engagement and innovation as key drivers of its success.

Psychological safety refers to the belief that employees can take interpersonal risks without fear of negative consequences to their job security, status, or self-worth. It is essential to a healthy and productive work environment that fosters creativity, collaboration, and innovation. When employees feel safe to express their ideas, voice their concerns, and take risks without fearing retribution, they are more likely to contribute to the organization's success.

One of the critical benefits of psychological safety is increased employee engagement. When employees feel safe to speak up and contribute their ideas, they are more likely to be engaged in their work. Engagement leads to increased motivation, job satisfaction, and productivity. On the other hand, when employees do not feel psychologically safe, they are less likely to participate in discussions, share their opinions, or provide feedback. This lack of safety can lead to a lack of engagement, decreased morale, and high turnover rates.

Another benefit of psychological safety is improved communication. When employees feel safe communicating with each other, they are more likely to provide honest feedback, ask for help, and share their concerns. This open and honest communication can improve teamwork, problem-solving, and decision-making. It can also help to prevent misunderstandings and conflicts from arising.

Psychological safety is also crucial for innovation. Employees who feel safe taking risks and making mistakes are more likely to experiment with new ideas and approaches. This feeling can lead to the developing of new products, services, and processes that can help the organization stay competitive. Employees who feel valued for their contributions are more likely to go above and beyond.

There are several ways that employers can promote and improve psychological safety in the workplace. Here are some strategies that can be effective:

  1. Encourage open communication: Employers can encourage open communication by allowing employees to express their ideas, opinions, and concerns. Regular meetings, town hall sessions, suggestion strategies, or anonymous feedback channels can help make this improve.
  2. Build trust: Employers can build trust by...

Finish Reading for More Strategies


Crazy enough to win

Discover My Podcast