Sometimes we exclude others to help us feel like we belong.

Self-leadership is the starting point to psychological safety, and that is why it is the first step in The Safe Space program.

Avoidance will give us the delusion of safety but will prevent us from the very outcome we want.

Work on your consciousness and your courageousness.

Trust will determine how much of the 'could'  becomes 'actual'. 

A high performing team should be able to have difficult conversations successfully

The opportunity to come ‘out’ of the norm

Self-awareness is where all our potential power comes from

The original behaviours don’t have to be experienced to create a strong imprint.

Psychological safety is not the opposite of holding people to high standards through accountability. If we did that, then psychological safety would drive complacency.

Concentrate on the pride you feel before you dilute it with your next goal

There is little you can’t do if you want. Really, very little. Your mind is smart and your body is privileged. Often, we think of ourselves as not capable to do something when the truth is we just haven't ruthlessly prioritised it. 

In some cases, of course, it makes sense to start on the ‘why’ of change. But in others, the ‘why not?’ is the easiest place to start for a sustainable change.

Even though theoretically we think collaboration is a good idea, understanding the practice of why it isn't, gives us a good understanding of where we sit. 

I think that often our teams, our conversations, are operating on what I call, fear-based intelligence. It’s like our communication has to travel through a maze of fear to reach the other person.

- identify what is holding you back
- you are bigger than your thoughts
- view courage as a muscle

Sports heroes are often used as shining examples of leadership excellence and remarkable team collaboration because the analogies to business are so helpful.

To elevate group capability using The Safe Space methodology we ask the following three questions.

We can protect ourselves from becoming obsolete by not holding too tightly to our beliefs about being 'right', and making sure our behaviour stays agile.

For those of us who are human, one of the things that might help us is if we use a question of attention to help our engagement. To interrupt our habitual pattern of divided attention, our habit of distraction, we can ask ourselves with curiosity, 'Why am I here?'. By doing so we actively rather than passively attend our time.