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By:

Rahul Kulkarni

30 March 2025 at 3:32:54 pm

Psychological Safety, The Prerequisite for Modernisation

If people can’t tell you the truth, your dashboards will lie for them. So now you finally have what most leaders think they need: a system. And yet… the system still doesn’t show the truth. Numbers look “clean”. Reports look “reasonable”. Problems show up late. Bad news arrives only when it becomes a fire. This is where many leaders get fooled. They look at the dashboard and think, “Great, we’re improving.” And then reality punches them. A shipment fails. A customer escalates. A vendor...

Psychological Safety, The Prerequisite for Modernisation

If people can’t tell you the truth, your dashboards will lie for them. So now you finally have what most leaders think they need: a system. And yet… the system still doesn’t show the truth. Numbers look “clean”. Reports look “reasonable”. Problems show up late. Bad news arrives only when it becomes a fire. This is where many leaders get fooled. They look at the dashboard and think, “Great, we’re improving.” And then reality punches them. A shipment fails. A customer escalates. A vendor refuses. Cash gets stuck. Quality blows up. The issue is not your tool. The issue is fear. Which Seat? Inherited seat: people fear disappointing you, so they hide issues until they’re unavoidable. Hired seat: people fear you’ll judge them, so they show you what looks good. Promoted seat: people fear the relationship has changed, so they become careful and political. Different seats. Same outcome: silence. Doctor-Patient Problem Think about a doctor. The doctor can be brilliant. The hospital can be world-class. The tests can be advanced. But if the patient hides symptoms, the diagnosis will be wrong. Not because the doctor is bad. Because the input is false. That’s what modernisation looks like without psychological safety. You can buy software. You can design processes. You can set up dashboards. But if people can’t tell you the truth, your “data” will become polite fiction. And you’ll make confident decisions on top of fiction. What Is Safety? People hear “psychological safety” and imagine a soft HR concept. It’s not soft. It’s operational. Amy Edmondson, who researched this deeply, describes it simply: a climate where people feel safe to speak up, admit mistakes, ask questions, and raise bad news without being punished or humiliated. In MSME language, it means: “If I report a problem, I won’t be insulted.” “If I admit a mistake, I won’t be made a permanent example.” “If I raise a risk early, I won’t be told I’m negative.” “If I tell the truth, I won’t lose my standing.” If those beliefs don’t exist, people will still “cooperate” but it will be theatre. Hidden Blocker Low-data firms don’t naturally produce truth. They produce stories. Why? Because stories protect people. A late dispatch becomes: “customer changed plan”A defect becomes: “labour issue”A missed purchase becomes: “vendor problem”A cash delay becomes: “accounts is slow” Each story may contain some truth. But the function of the story is usually protection. So when you introduce digitisation, something changes: Now the story has to match a number. And if the number can expose someone, the system will do the only thing it knows: It will manage the number. That’s how dashboards become lies. Not because people are dishonest by nature.Because honesty has become unsafe. The Signs Bad news comes late, always. Meetings are full of explanations, not facts. “No issues” is the most common update. Problems are discovered by customers, not internally. People speak more in corridors than in review meetings. Everyone looks busy, but nothing is owned. If you see these signs, your modernisation effort is at risk. Because the system will look healthy until it breaks. Most leaders don’t wake up and say, “Let me create fear.” They kill safety through small habits: Sarcasm in meetings Public scolding Reacting emotionally to bad news Asking “who did this?” before asking “why did this happen?” Using pilot data for appraisal Praising only “good numbers” and punishing messy truths One harsh moment teaches the room a long lesson. After that, people stop volunteering reality. They start managing perception. Field Test Pick one recent failure. Not the biggest scandal. A real, medium-sized problem. Gather the involved people for 30–45 minutes. Then follow three rules: Start with the line: “This is not a blame meeting. This is a learning meeting.” And mean it. Ask only these questions: What happened, in sequence? Where did the handoff break? What made the wrong action feel reasonable at the time? What one change reduces the chance of repeat? No names, no insults, no ‘how can you’ If someone makes it personal, you bring it back to the process and the moment. Now the most important part: Track whether people volunteer issues unprompted in the next two weeks. That is the real signal. If people start bringing small problems early, safety is rising. If they stay silent and “all good”, your system is still running on fear. (The writer is a Chartered Accountant based in Thane. Views personal.)

Indecision Kills Personal Branding

Updated: Jan 20, 2025

Indecision Kills

In a world that celebrates clarity and confidence, hesitancy is a silent yet powerful force that can diminish your personal brand. When people dwell in the realms of “I’m not sure” or “maybe,” they unknowingly project uncertainty and unreliability—traits that can undermine the foundation of a strong personal brand. Your ability to make decisions and stand firm on them is not just a reflection of your leadership but also a testament to your personal brand’s strength.


Every interaction we have leaves an impression. Be it a professional email, a networking event, or a casual conversation, these moments contribute to how others perceive us. When you continuously oscillate between indecision and vague responses, it sends a message that you lack confidence or direction. In business, where trust and reliability are paramount, this can become a significant roadblock.


Imagine a scenario where a client approaches two service providers with the same inquiry. The first one confidently outlines a plan, clearly stating the next steps, while the second hesitates, replying with, “I’m not sure; let me think about it.” Even if both have the same expertise, the client is more likely to gravitate toward the first provider. Confidence fosters trust, and trust is the bedrock of all successful relationships—professional or personal.


Indecision can often stem from the fear of making mistakes or being judged. While this is natural, it’s important to remember that perfection is an illusion. The act of making a decision, even if it turns out to be less than ideal, demonstrates courage, responsibility, and accountability. These are the traits that elevate a personal brand, distinguishing you in a crowded and competitive world.


Being decisive doesn’t mean being impulsive or reckless. It means gathering information, weighing options, and then committing to a choice with confidence. In personal branding, this is particularly crucial because every decision you make—how you respond to challenges, present yourself, or communicate with others—forms part of the narrative others associate with you.


Hesitation and indecision don’t only affect how others perceive you; they also impact how you view yourself. Constantly second-guessing yourself leads to self-doubt, which becomes a self-fulfilling prophecy. The more uncertain you are, the more others will mirror that uncertainty, creating a cycle that can be hard to break.


One way to counter this is by setting clear priorities and aligning your decisions with them. For instance, if your personal brand is centred around being a thought leader in your industry, your choices should reflect expertise and foresight. Even in moments of ambiguity, acknowledging the uncertainty while showing a proactive approach—such as saying, “I’ll find out and get back to you”—conveys both honesty and determination.


During my recent trip to Australia, I was reminded of how decisiveness shapes impressions. Whether interacting with global clients or navigating unfamiliar professional terrains, I realized that certainty in communication was key to building trust and rapport. This was particularly evident when representing my personal brand on international platforms. A clear, confident tone opened doors and strengthened relationships that would have otherwise remained distant.


The next time you find yourself leaning on phrases like “I’m not sure” or “maybe,” pause and ask yourself: Is this hesitation necessary? Sometimes, it’s about silencing the inner critic and choosing to act decisively. Even if the outcome isn’t perfect, the act of making a choice positions you as someone who is reliable, proactive, and worth trusting.


Your personal brand isn’t defined by the absence of mistakes but by how you handle them and move forward. Decisiveness isn’t just about making choices—it’s about owning them. And in a world that often feels uncertain, those who lead with clarity and conviction stand out.


Make your decisions a reflection of your confidence, and watch as your personal brand strengthens, opening doors you never imagined.

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(The author is a personal branding expert. She has clients from 14+countries. Views personal.)

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