Promoting Workplace Safety Culture

In the West, trust often begins with capability: “Show me what you can do, and I’ll believe in you.” But in Japan, it starts with character: “Let me understand who you are, then I’ll trust what you do.” At monoya, we’ve felt this difference deeply. When we first started engaging with Japanese partners, we expected our portfolio and success stories to do the talking. They didn’t. Meetings were polite but reserved. Decisions moved slowly. Then we shifted gears—less pitching, more listening. We invested in relationships. We showed up consistently. We respected silence and patience. Over time, trust started to build—not because we talked about our work, but because we shared our values. One moment that stands out: a partner told us, “What mattered wasn’t your proposal—it was how you carried yourself.” That stuck with us. In Japan, trust isn’t built in the boardroom—it’s built in the in-between moments: over dinner, during shared silences, through consistent follow-ups. It’s relational, not transactional. For global teams entering Japan, remember: trust here is earned slowly, but it’s rock-solid once it’s there. Have you experienced this cultural shift in trust-building? I’d love to hear your thoughts. #Trust #JapanBusiness #CulturalInsights #monoya #CrossCulturalLeadership

How Culture (of a country) Shapes Safety When we think about health and safety, we often assume it’s purely technical: standards, regulations, equipment. But beneath all that sits something harder to see — culture. Take something as simple as a fixed access ladder. In the UK, the default solution is to fit ladders with cages. The thinking is that protection should be built-in, always present, and not reliant on individual behaviour. This reflects a culture that prioritises inherent safety and puts the burden on systems, designers, and employers. In France, there has historically been more acceptance of fall-arrest PPE — harnesses and rails that workers must clip onto. The logic is that hazards should be visible, and individuals are expected to take responsibility for protecting themselves. It’s a different cultural instinct: trust the person, not just the system. Interestingly, the two solutions can’t coexist — you can’t safely use a fall-arrest device inside a cage. So the debate wasn’t just technical, it was cultural: - Do you design safety into the environment so it’s foolproof? - Or do you rely on individuals to act safely when faced with risk? Neither approach is “wrong”. But each carries a different risk profile and says something about what that country values most in its safety culture — collective protection vs individual responsibility. The bigger lesson? Cultural differences run deeper than language or custom. They influence the way we design systems, manage risk, and even how we see safety itself. And often, we don’t recognise those cultural forces until they clash head-on, like cages and harnesses on a ladder.

The quickest way to lose a decision in a global team is to speak the right language in the wrong culture. I’ve sat in too many “same page” meetings where everyone walked out convinced the other side didn’t get it. After 13 years in Europe and now in the US, I see the pattern repeat in global FMCG. With the UK, tone carries as much weight as content. “Interesting” often means “not convinced.” “Let’s park this” usually means “no.” Humor is a tool to lower the temperature before a tough point lands. You win the room by bringing a balanced case, letting stakeholders react, then following up quietly with crisp next steps. Corridor consensus matters as much as the meeting itself. With France, ideas come first. Leaders want a coherent narrative, the strategic why, and the principles that will hold under pressure. Debate is respect, not resistance. If the story is strong, the resources follow. Bring options framed as choices with consequences, show the thinking, and expect smart pushback. If you are allergic to intellectual challenge, you will misread the room. With Switzerland, preparation is the love language. A clear pre-read sent on time. Risks and mitigations listed. Owners named. If the governance is tight, speed is possible. Pilots are welcomed when guardrails are explicit, service levels protected, and the impact on partners is thought through. Precision builds trust, and trust unlocks tempo. The American instinct is to move. Ship a pilot, learn in market, fix in public. That energy is valuable, but it lands better when paired with the UK’s stakeholder rhythm, France’s clarity of thought, and Switzerland’s discipline on process. What I coach cross-border teams to do: agree the “decision dialect” before the meeting, are we greenlighting a concept or a finished plan. Share a one-page pre-read 48 hours ahead, problem, options, risks, owner, go or no go. Translate feedback into action, “interesting” equals add proof, “we need alignment” equals map the stakeholders, “gut feel” equals bring a data cut. Split speed from safety, pilot with tight guardrails while the bigger build earns its evidence. Mirror first, then lead. Speak the local operating code well enough to earn trust. Bring your own strengths once the room believes you understand theirs. Curious where this shows up for you right now, which habit would fix half your misfires this quarter? #FMCG #CPG #Leadership #GlobalTeams #Communication #ExecutiveSearch #ConsumerGoods #UK #France #Switzerland #US #Culture #StakeholderManagement

It's deeply unfortunate that despite societal progress, incidents of sexual harassment and assault still occur. No one should ever have to experience such violations, especially while simply trying to do their job. The behavior of the man who assaulted the Spanish TV journalist is inexcusable and demonstrates a pressing need for continued education, awareness, and enforcement around issues of consent and respect. Her male colleague, who intervened and called out the inappropriate behaviour, exemplifies the role bystanders can play in challenging and combating such incidents. It's a reminder that taking action, even if you are not the victim, is essential. We all have a responsibility to create an environment where everyone feels safe and respected. Spain has faced a wake-up call over sexism after World Cup star Jenni Hermoso was kissed without consent by Luis Rubiales, the head of the Spanish football federation. This incident further underscores that no one, regardless of their status or achievements, is immune to these kinds of assaults. It's a systemic issue that requires collective effort to address. Everyone, whether a victim or witness, has a role in eradicating inappropriate behavior. For societies to truly flourish, women (and indeed, all individuals) must feel safe and respected in all spaces. Source: Al Jazeera English

🤐 "Dead Air" on Zoom? It’s Not Disengagement — It’s Cultural. 🌏 Your global team is brilliant, but meetings are met with silence. You ask for input, and… nothing. It’s not that they don’t care. It’s cultural. In many cultures, challenging a leader publicly can feel disrespectful. Speaking up might risk "losing face." So, instead of collaboration, you get cautious nods, and critical ideas die quietly. 💥 The cost? Missed feedback, hidden conflicts, derailed timelines, and talent feeling unseen and unheard. But it doesn’t have to be this way. 🚀 Here’s how to encourage real participation and build trust across cultures — starting today. 1️⃣ Invite opinions privately first. Many cultures value privacy and may hesitate to disagree publicly. Before the meeting, send out an agenda and ask for input by email or private chat. This gives team members time to reflect and feel safer sharing. 2️⃣ Create "round robin" sharing moments. During the call, explicitly invite each person to share, one by one. Use phrases like: "I’d love to hear a quick insight from everyone, no wrong answers." This reduces the fear of interrupting or "stepping out of line." 3️⃣ Model vulnerability as a leader. Share your own uncertainties or challenges first. For example: "I’m not sure this is the best approach — I’d really value your perspective." When you show it’s safe to be open, your team will follow. 4️⃣ Acknowledge and validate contributions publicly. After someone shares, affirm them clearly. For example: "Thank you for that perspective — it really helps us see this from a new angle." This builds psychological safety and encourages future participation. 5️⃣ Use cultural "mirroring" techniques. Mirror verbal and non-verbal cues appropriate to different cultures (e.g., nodding, using supportive phrases). Show respect for varying communication styles instead of forcing a "one-size-fits-all" dynamic. ✨Imagine meetings where every voice is heard and your team’s full potential is unlocked. Ready to stop the silence and turn diversity into your superpower? #CulturalCompetence #GlobalLeadership #InclusiveTeams #PsychologicalSafety #CrossCulturalCommunication 

Have you ever felt the need to bite your tongue at work, fearing that what you say could lead to punishment or humiliation? It’s a common scenario but one we need to change urgently for greater and healthier workplaces.  En español diríamos: te muerdes la lengua y te envenenas... de todo lo que tienes guardado y no has podido contar. #1:Understand What Psychological Safety Is Psychological safety, a concept introduced by Harvard Business School professor Amy Edmondson, is the belief that team members can take risks, express ideas and concerns, speak up with questions, and admit mistakes without fear of negative consequences. I became obsessed with it while working at Google and being a spokesperson about creating high performing teams. Remember, it’s not about being overly nice (I talked about toxic positivity last week) ; it’s about fostering authenticity and trust within the team. #2: Recognize Its Importance Psychological safety is crucial for sound decision-making, innovation, and operational efficiency. Why? Because when people feel safe, they engage more, share their creative ideas, and contribute to the team’s collective intelligence. Examples: - Imagine a team where members feel empowered to point out potential risks in a project. This openness can prevent costly errors and lead to better outcomes. - Think about a brainstorming session where no idea is too wild or far-fetched. This creates a breeding ground for groundbreaking innovations. #3: Implement Practical Steps to Foster Psychological Safety Creating a psychologically safe environment isn't a one-off task; it's an ongoing commitment. Some best practices I can recommend: - Encourage Open Communication: Make it clear that every voice matters. Regular feedback sessions and open-door policies can help. - Lead by Example: Show vulnerability as a leader. Admit your own mistakes and ask for feedback. It signals to your team that it’s okay to be human. This is the most difficult, I know. You might need your therapist to help you out. 😂 - Prioritize Employee Input: Actively seek and value your team’s input and suggestions. It demonstrates that their perspectives are essential for the company’s success. Now it’s your turn. Take these steps and start creating a safe space for your team to thrive. Let’s make it happen. What strategies have you used to foster psychological safety in your team? Share your experiences in the comments below! If you found this article helpful, don’t forget to like and share it with your network. #Leadership #TeamBuilding #PsychologicalSafety #WorkplaceCulture #Innovation

"Great leaders empower teams to learn, experiment, and adapt without fear of failure." This resonated deeply with me because it captures the essence of modern leadership. When teams feel safe to take calculated risks, innovation flourishes. I've seen this firsthand: The most successful projects often emerge from environments where 'failed experiments' are viewed as valuable learning opportunities rather than mistakes. Leaders who create this psychological safety don't just get better results—they build stronger, more resilient teams. Three key practices I've observed in leaders who do this well: 1️⃣. They share their own lessons from past failures openly 2️⃣ They celebrate the learning process, not just the outcomes 3️⃣ They ask "What did we learn?" instead of "What went wrong?" The paradox? Teams that feel safe to fail often fail less, because they're more likely to speak up early about potential issues and collaborate on solutions. What's your experience with creating a culture of psychological safety? How do you help your team embrace experimentation? #aileadership

Why Defining the Desired Behavior is Important for Behavioral Interventions Too often in public health and social change work, we begin with well-meaning goals like “raising awareness” or “empowering women.” While these aims sound inspiring, they are not behaviors. And if we’re not clear about the behavior we want to change, we risk designing interventions that never quite hit the mark. BJ Fogg, PhD teaches us that a behavior is a specific action taken by a person in a given context. Thus a behavior has 3 components: A PERSON, who takes an ACTION, in a specific CONTEXT. Being specific about these 3 components is what it means to define a behavior. Vague concepts like “changing mindsets” or “promoting equality” may set the tone, but they won’t help us identify what needs to change—or how to support that change. Let’s take two examples: Example 1: In Ukraine, a goal might be to support women taking on job roles traditionally held by men. That’s a noble cause—but still quite broad. When reframed through a behavioral lens, the goal becomes: “A woman applies for a traditionally male-dominated job.” Now we’re talking about a specific ACTION—applying for a job—that can be measured and influenced. Moreover, its an action by a PERSON (a woman), in a context (present day UKRAINE). This allows for focused intervention strategies: building women’s confidence, reducing stigma, or working with employers to ensure fair hiring practices. Example 2: Consider the challenge of online gender-based violence. The original goals might include “increasing awareness,” “deterring abuse,” or “fostering accountability.” But these aren’t behaviors either. Instead, we ask: what do we want someone to do? The answer might be: “A bystander intervenes when they see online violence against women.” That’s a clear, observable behavior. With that clarity, we can design interventions that equip bystanders with tools and confidence to take action—like prompts, report buttons, or scripts for safe engagement. By defining the exact behavior we want to encourage, we’re not limiting our vision—we’re enabling it. Precision empowers progress. It allows us to identify the actors involved, understand barriers, and measure change. And most importantly, it keeps us accountable. So next time you're designing a campaign or program, ask yourself: 1.     "What’s the ACTION I want someone to take?” 2.     “Who is the PERSON I want to take that action?” 3.     In what CONTEXT do I want the person to take that action? The answer may be your most powerful starting point. #BehavioralScienceMadeEasy #AfricaBehavioralScienceNetwork #BehaviorChange #SocialNorms #PublicHealthInnovation #GenderEquality #DigitalBehaviorChange #Ukraine #OnlineSafety #EvidenceBasedIntervention #FoggBehaviorModel

Growth doesn’t happen in environments of fear. Unbelievable right? I’ve seen this play out time and again. When people feel judged, they retreat. They play small. They do only what’s safe. But when they feel supported, even when things don’t go perfectly, that’s when they start to stretch, experiment, and discover what they’re really capable of. As leaders, we can’t just set high standards; we also have to create the conditions for people to reach them. And that begins with building cultures where it’s safe to learn. Here are 5 ways to create that kind of environment: 1. Psychological safety first  – Make it clear that mistakes are part of progress. 2. Lead with curiosity  – Ask “What can we learn from this?” instead of “Who’s to blame?”. 3. Model vulnerability  – Share your own failures openly. 4. Separate the person from the outcome – Critique the work, not the individual. 5. Encourage experimentation – Frame projects as tests, not final exams. At the end of the day, people don’t grow because we expect them to. They grow because we give them the space and support to try, stumble, and rise stronger. ♻️Repost to help someone in your network. 🔔Follow Luke Tobin for more leadership wisdom.

Had an interesting chat with my manager today about an often controversial idea: letting two junior developers pair program and ship changes to production, without direct senior supervision. This tends to scare a lot of teams. Two “inexperienced” engineers making live changes? Sounds risky, right? But here’s the thing. Every tool, process, or practice we adopt should help us expose problems, not just avoid them. They should act as litmus tests for dysfunction. Where are we fragile? Yes, it’s crucial to limit the blast radius and act responsibly, especially in critical systems. But there’s huge value in creating a safe-to-fail environment. Let the juniors pair. Let issues arise in a controlled setup. That’s where real learning happens. That’s how we grow both people and systems. If we protect too much out of fear, we stall development. Instead, let’s build autonomy, embrace failures as feedback, and trust people to rise to the challenge. “A ship in harbour is safe, but that’s not what ships are built for.” — John A. Shedd #softwareengineering #softwaredevelopment — closing comments: see first comment.