LEAN BITES: Create a psychologically safe environment using the GEMBA WALK

Many of us prioritise physical safety, particularly when it relates to risk but what about psychological safety?
Psychological safety is about a safe, caring environment where team members are empowered to raise quality and performance concerns and contribute to improvement ideas by having a voice without the fear of speaking up.

Toyota developed years ago, an environment that allowed front line team members who were given responsibility for quality within their work area, to raise an alarm when quality was not within the expected standard. This is evident with the Andon cord. This is a psychologically safe environment.

A Gemba walk is a tactical go see by a leader to the place where things happen or the Gemba, where leaders go to the frontline areas where things happen and see for themselves. In order to ask, listen and learn. Toyota have embedded this principle at the core of everything they do, which has enabled them to create strong psychologically safe environments.

I’ve developed 5 points through deploying the Gemba walk that will put you on the right path to create this psychologically safe environment.

1.Go and Respect
We must be respectful to everyone in all our interactions. Everything we do on the Gemba walk must be geared to empowering and nurturing those at the front line. It speaks volumes when we show respect entering the world of the team member.

2.Go and See
It’s more critically important than ever that we prioritise going to the Gemba. This is a purpose driven action, there’s no other way to undertake a Gemba walk but to go. Go and see what’s happening rather than making assumptions or reacting to hearsay. It’s “Go and See” not “Go and Tell”.

3.Go and Ask
We ask questions to obtain knowledge and to learn. Our questions need to come from a position of humility not a position of authority, allowing the team members to teach us. When we ask, we’re inviting the team member to provide their own opinion. Encourage them to use the facts obtained from their observations and study of the evidence they’ve gathered.

4.Go and Listen
It’s super important that we are quick to listen and slow to speak. By listening intently, we give respect and importance to what they’re saying. This allows them to build their voice. It’s difficult to have a voice if we don’t listen. Listen carefully to their responses. Don’t just listen but show that you’re listening.

5.Go and Build
Be a Leader who builds your front line team members. When they have a problem promptly support them. Create a simple mechanism for the front line team members to capture countermeasures that they’ve identified. Don’t only capture countermeasures but encourage them to think about ideas and to raise these improvement ideas without the fear of being judged or shut down. Capture these ideas. If they’ve spent time to conceptualise the ideas then we should honour the ideas by capturing them, tracking them and providing feedback on the validity of the idea. Don’t leave them hanging. If the idea doesn’t progress ensure your people know why.

I truly believe by following these tips you’ll quickly find your team members will develop a voice which will lead to a shift in your improvement culture.