Melissa Doman

It happens all the time.

So again, for leaders, they have to be aware, depending on the environment, is this really the environment where I can say this?

And there's also an opportunity where when leaders talk about their own struggles, they create psychological safety for team members to talk about their struggles.

Because people look to leaders for permission and social norms around what is spoken about at a company.

This is very, very natural.

So I think it's...

I've seen so many good examples of leaders talking about their struggles that I know it can be done successfully because it's currently happening.

It's just not the majority.

That's why it can be hard to envision.

It's like a color you've never seen before.

It's that's a very good question.

So there are two opportunities.

Now, in the book, I talk about the importance of psychological contracts where, you know, employees have a psychological contract with an organization that, you know, they will.

There is obviously the transaction of, you know, services for money.

They're they're fulfilling a role, but that they will also be psychologically and physically safe within the organization.

They'll look out for their general welfare and well-being, et cetera.

Leaders are also expected to uphold those psychological contracts for the people they manage.

But leaders themselves don't seem to be eligible for their own psychological contracts.

And so I find that it's there's two ways for leaders to to get that psychological safety.

from other leaders who understand, because even if they're not ready to talk to their team members, talking to other leaders who understand the challenges of leadership and the importance hopefully of community is a place where you can have that psychological safety from other people who've quote, sat in the chair.