EHMA MEMBERS EXAMINE THE ISSUE OF PSYCHOLOGICAL SAFETY OF TEAMS IN THE HOSPITALITY INDUSTRY
During a webinar dedicated to the issue, the sensitive and often conceptual subject of the psychological safety of employees was analysed with a view to applying best practice in companies |
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EHMA MEMBERS EXAMINE THE ISSUE OF PSYCHOLOGICAL SAFETY OF TEAMS IN THE HOSPITALITY INDUSTRY
During a webinar dedicated to the issue, the sensitive and often conceptual subject of the psychological safety of employees was analysed with a view to applying best practice in companies |
Category: Europe - Industry economy
- Associations and Unions
Article written by Vanessa Guerrier-Buisine on 2023-10-10
The European Hotel Managers' Association, EHMA, is continuing a series of webinars dedicated to mental health and self-awareness. While the first webinar was devoted to self-awareness, the second, which took place on 28 September, turned members' attention to the delicate subject of psychological safety.
The general managers, concerned by the recruitment crisis and their desire to retain their teams, were able to listen to Marco Truffelli, both a hotelier and psychologist, and Dr Jan Ferris, a specialist in psychological distress. Both helped EHMA members to develop their interest in the subject of psychological safety in the workplace. They also provided key advice on how to implement such a policy.
Marco Truffelli, who has been working on this issue for three years, has encountered many obstacles, with people often afraid of opening Pandora's box. But in his view, if this crucial issue is not discussed and tackled, the system will eventually “explode”.
The virtuous circle of psychological safety
The priestess of psychological safety, Amy Edmondson, defines it as “a shared belief held by members of a team that the team is safe for interpersonal risk taking”. “A belief that one will not be punished or humiliated for speaking up with concerns, questions, ideas, or mistakes”.
The giant Google has taken an interest in the psychological safety of its employees, the first link in a virtuous chain for the entire company. According to Google's Re: Work study, if team members feel safe to take risks and be vulnerable in front of others, then they:
- work to deadlines and meet the company's requirements for excellence,
- have clear roles, plans and objectives,
- attach personal importance to their work, which then has meaning,
- believe their work is important and create change.
By reminding the audience that teams that enjoy greater psychological security dare to admit their mistakes and work in a collaborative spirit, Jan Ferris was able to convince the hoteliers that the effect is also beneficial in terms of staff retention.
A subject applicable to the hotel industry
After presenting the results of a 2017 study by Roseman et al. on the effects of “psychological empowerment”, Marco Truffelli brought the subject back to the hospitality industry. By helping to make up for service errors, fostering team solidarity and reducing the intention to leave the company, managers who commit to a policy of psychological safety quickly reap the rewards.
In practical terms, Marco Truffelli and Jan Ferris recommend that hoteliers work in stages. To accomplish this, team leaders need to:
- prepare the ground by framing the work, by defining expectations in terms of failure, uncertainty, and interdependence, to clarify the need to express oneself, and by focusing on the objective by specifying both what is at stake and why it is important, for whom,
- invite participation, by showing humility and acknowledging one's own weaknesses, by asking questions and, above all, by listening attentively. To achieve this, the manager must deploy structures and processes, such as discussion forums or the definition of guidelines to encourage discussion,
- react productively, expressing their appreciation, de-stigmatising failure (looking forward, offering help, discussing, considering, and reflecting on next steps), and finally clearly sanctioning failures.
The aim of all these tasks is to create a safe environment and encourage communication, so that no member of the team feels rejected, and so that everyone dares to ask for help and take risks without fear of failure.
By fostering individual confidence and team cohesion, psychological safety therefore leads to better detection of errors, encouraged innovation and, above all, a reduction in the number of people intending to leave the company.
A delicate process, “which can create steam”, says Marco Truffelli, “but it's for the best”, he concludes.
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