DEVELOPMENT
So, learn to recognise your own warning signs. Thoughts like‘ I’ m right and they’ re wrong’ or‘ I don’ t have time for this’ often indicate you’ re feeling threatened. Here, practice stepping back – or even just taking a deep breath – before choosing how to respond.
Then build positive brain chemistry through simple actions. Laughter, connecting with colleagues on non-work topics, helping others and leveraging your natural strengths all create the chemical conditions that make curiosity possible rather than defensiveness.
Create connected conversations Your EA role gives you natural opportunities to build meaningful connections across the organisation. So, use these moments to create psychological safety through how you interact – find common ground beyond work topics, share appropriate humour and identify shared goals.
When you’ re scheduling meetings or coordinating projects, consider how to place people in situations that use their strengths rather than constantly exposing their weaknesses. And remember that you see your reality, not the complete picture.
When addressing issues with team members or stakeholders, avoid demanding change. Instead, get curious. Ask:‘ Can you help me understand your perspective?’ This seeks common understanding rather than forcing compliance.
Most people don’ t intentionally cause problems. They’ re usually responding to pressures or constraints you might not see. But as an EA, you can get insight into these broader dynamics that others miss.
Foster a curious culture When people feel safe in their relationships, you can build a culture where asking‘ Can you help me understand?’ becomes normal for everyone. This helps uncover pressure points before they become major issues.
Leaders often think they fully understand workplace dynamics, dismissing concerns as individual problems. But everyone only sees part of the bigger picture. Your position lets you help leaders see patterns they might miss and understand how their behaviour affects the wider team.
Start small. In your interactions with different departments, model curiosity rather than judgment. When conflicts arise, help people understand each other’ s perspectives rather than taking sides. Use your access to leadership to share insights about team dynamics in a constructive way.
The journey begins with curiosity – about yourself, others and how different perspectives interact within your organisation. When teams feel psychologically safe, workplace challenges become easier to identify and address before they escalate. S genevievehawkins. com. au
EA actions for psychological safety
n In your daily interactions: Model curiosity over judgment. When someone brings you a problem, say:‘ Help me understand what’ s happening’ rather than immediately offering solutions. n With leadership: Share patterns you observe across the organisation. Use your trusted position to highlight when leadership behaviour might be creating unintended fear or hesitation in teams. n In meetings you coordinate: Create space for different voices. Structure agendas to include input from various perspectives, not just senior voices. n When conflicts arise: Help people understand each other’ s constraints and pressures. Your broad view of the organisation lets you provide context others might miss.
THE EXPERT
Genevieve is the author of Mentally at Work and Shrinking Elephants. A health and business executive turned business advisor, she’ s sought after as a speaker, facilitator and coach on psychological safety, mental health and conflict resolution.
Spring Issue 2025 | Executive PA 51