Fostering psychological safety in distributed teams
summary
Claims that psychological safety cuts process inefficiency and raises engagement and innovation, backed by concrete practices: recurring one on ones and asking “happies and crappies,” a kudos column in retros to capture peer praise, quarterly virtual bonding and trust‑building exercises, mobbing/pair programming and hack weeks, moving from anonymous feedback to named feedback over time, and meeting in person twice a year. Teams of eight report better idea sharing and faster cleanup of broken processes when these steps are in place.
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chapters (13)
- 0:00Introduction
- 1:48Defining psychological safety
- 2:50Why it matters for teams
- 4:16Normalizing vulnerability
- 5:44Building trust in distributed teams
- 8:49Leading without control
- 10:55One-on-ones for connections
- 13:02Gratitude for team culture
- 15:08Honest feedback delivery
- 19:20Encouraging leadership
- 21:49Gradual safety fostering
- 22:10Psychological safety in distributed teams
- 25:21Humanizing remote members
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