CREW PERFORMANCE
Enhancing Crew Performance
With Psychological Safety
BY : KABRI LEHRMAN-SCHMID
As a superintendent , it is my responsibility and authority to lead ever-changing project teams to the finish line . I love this about my job : strangers coming together to build something incredible . My passion for the application of psychological safety to the jobsite was born from the unique opportunity and ability of field management to impact team culture and build healthier , more effective teams .
Amy Edmondson in her book The Fearless Organization explains , “ When people have psychological safety at work , they feel comfortable sharing concerns and mistakes without fear of embarrassment or retribution .” When crews are burdened by fear , we lose team buy-in , innovation , and proactive safety practices .
Psychological safety is not in itself the end goal , but it creates the essential conditions to perform great work and to appropriately care for our people .
For this ideal environment to thrive , the dynamics of jobsite teams need to be challenged . That is not an insignificant task . As an industry , our people are struggling with serious problems that erode the effectiveness of our teams :
1 . Traditional “ old school ” jobsite dynamics can reinforce racism , sexism , homophobia , and transphobia , creating a hostile and unsafe work environment .
2 . Presenteeism created by factors both outside and within the jobsite jeopardizes crew safety , quality , and productivity . This occurs when workers have chosen to be on the job but , because of illness or other medical conditions , are not fully functioning
3 . At nearly four times the national average , 1 the construction industry ’ s rate of suicide reveals a need to support psychological trauma that is reinforced by widespread stigma and the inherent characteristics of our work ( e . g ., isolation / family separation , seasonal or shift work , chronic pain ).
4 . The industry ’ s skilled-craft workforce has not recovered in the decade since the Great Recession . While the Covid-19 has dampened the consequences of the skilled-labor shortage in Q2 2020 , the USG Corporation and US Chamber Commercial Construction Index ’ s data still reports challenges to meet schedule requirements , causing contractors to submit higher bids or turn down work opportunities .
I was recently introduced to a framework that seeks to satisfy our peoples ’ basic human needs and develop highly engaged employees who can achieve their greatest potential . The stages described by Timothy Clark in his book The 4 Stages of Psychological Safety offer solutions that counteract the construction industry ’ s challenges and convey the role field management plays in affecting jobsite culture :
1 . Inclusion Safety To satisfy the human need to connect and belong , the jobsite must value a culture of acceptance . When addressing bias , a superintendent has the authority to establish and uphold expectations for conduct . Their impact on behavior is as immediate as their response and requires a personal dedication to learning social and cultural issues .
2 . Learner Safety To satisfy the need to learn and grow , everyone on the crew must feel safe to engage in the learning process . When an employee is a victim of presenteeism , their ability to learn and receive encouragement is lost . Creating an environment that esteems apprentices , for example , demonstrates respect for your experienced workers ’ knowledge and a commitment to create a safe learning environment .
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3 . Contributor Safety Satisfying the basic human need to contribute and make a difference speaks loudly to the pride of the building trades . In the strongest crews , the individual ’ s contribution is elevated with the development of a crew-family mentality . Tapping into a strong support system is essential to addressing the alarming suicide statistics . Check out the field-actionable resources on www . preventconstructionsuicide . com .
4 . Challenger Safety The highest level of psychological safety satisfies the basic human need to make things better . Pre-apprenticeship program ANEW outside Seattle has created a game-changing training called RISE Up . It emphasizes the role of psychological safety in creating a culture that will attract and retain a future workforce by challenging the stigmas and hierarchies that support a negative perception of our industry .
The decision by field managers to pursue education , resource sharing , and transformational action will advance a jobsite culture that supports psychological safety . Awareness of the stages that increasingly produce trust and engagement in our teams advances the ability of our crew members to choose the healthiest and most productive behaviors .
KABRI LEHRMAN-SCHMID PROJECT SUPERINTENDENT AT HENSEL PHELPS
1
Peterson , C ., Sussell , A ., Li , J ., Schumacher , P . K ., Yeoman , K ., Stone , D . M ., “ Suicide Rates by Industry and Occupation — National Violent Death Reporting System ,” 32 States , 2016 . MMWR Morb Mortal Wkly Rep 2020 ; 69:57 – 62 .