Erin Shrimpton

This message is for the consultancies that support the learning community. I know quite a few of you who follow me have already signed up to the Talent Leadership Club newsletter, but I wanted to share this a bit more widely. I had a really good conversation towards the end of last year where someone made a good point. The T&L Club is focused on the in-house community, but there are lots of important parts of the wider learning ecosystem around that, consultancies, independents, specialist partners and others who are all shaping the same space. So one of the things I’ve been doing this year is engaging consultancies more deliberately. Partly to share insight from the community and the conversations I’m having, and partly to bring people together more often for useful, grown-up conversations. If you’d like to receive the newsletter, which shares those insights and ways for consultancies to get involved, just pop your details into the form in the comments on the original post.

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Psychological safety isn’t created by policy alone. And it certainly isn’t a box-ticking exercise. In this episode of Get Jasched, I’m joined by Ebony Jade D., Director of EJD Advisory Pty Ltd, to unpack what psychological safety actually looks like in practice — and what leaders need to do beyond compliance. We talk about: • Leadership responsibility and trust • Why culture lives in behaviour, not documents • The role of communication and self-reflection • How middle managers shape safety day-to-day • Why proactive check-ins matter more than reactive fixes If you’re a leader, manager, or business owner navigating psychological safety, risk, or wellbeing — this conversation is essential listening. 🎧 Listen to episode 189 of Get Jasched with guest Ebony Dignan now wherever you get your podcasts, and watch all new episodes on YouTube #BusinessResponsibility #TeamSafety #Resilience #Trust #Leadership

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Next up in the articles I have read, but wanted to post about - is this one from HR magazine about #loneliness (https://lnkd.in/eFNDBKpK). Recent research by BUPA has suggested that 38% of Gen Z workers feel #lonely or socially #isolated due to their work circumstances, and across all other age groups 24% feel lonely. Loneliness is something that many don't want to talk about. As people here know, my life has changed considerably over the last 6 months. When people ask me how I am doing (and thanks for that, it means a lot), I am now no longer ashamed to say that loneliness is an emotion I do feel. I am not alone - luckily I belong to a range of communities through volunteering, singing, church...but that doesn't stop me feeling lonely at times - evenings tend to be the worst. But it is important that people start talking about this because of the implications it can have for #mentalhealth and #wellbeing. So what can #work do to help? I wrote a #blog about #loneliness during the pandemic (https://lnkd.in/eYurskTE) but some of the pointers are still very relevant today: - Recognise the importance of work. This quote from Stephen Bevan in a paper he once wrote still rings true: "Increasingly (work) is also a social act, during which we develop relationships, form bonds, explore opportunities for personal growth and share knowledge. Smart employers recognise that, beyond the need to make workplaces congenial places for employees to enjoy their work and get on with their colleagues, they also benefit from creating cultures and working environments where employees can create value through collaborating and building know-how that can benefit the business.” - Have purpose to meet at work. This isn't encouraging 'hybrideeism', but encouraging people to meet for a specific project meeting or when expertise is required, allowing for social interactions. - Keep relationship building with remote/hybrid colleagues. Line managers, mentors, buddies can all provide outlets for social, relaxed interactions between staff. - As the HR Mag article mentions a culture of #psychological #safety where staff can disclose how they are feeling, and more importantly are met with an empathetic response. - Keep communicating - keep reaching out, keep talking. It may mean using or finding new means of communication, or communication strategies so all feel included regardless of location - but it is worth it!

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This is such a great post from Andrea Muras on the role of #OrganisationalPsychology and the differences & overlaps with #OrganisationalDevelopment. One of the most common misconceptions I come across is that an Organisational Psychologist is essentially a clinical psychologist who happens to work in an organisational setting. But Organisational Psychology is a discipline in its own right – with its own pathway to endorsement and a specific set of professional competencies. As someone passionate about my field, I think that's an important distinction. The "psychology" part absolutely matters – our work is grounded in psychological science, research and evidence-based approaches to understanding people and behaviour. But the "organisational" part matters just as much. Our role is to apply those insights in the context of work – to things like leadership, behaviour change, motivation, performance, team & group dynamics, culture and organisational systems – ultimately connecting what we know about people and behaviour with the outcomes that organisations are trying to achieve. 🎉 For me, this is the part I love! I'm endlessly fascinated by that intersection between psychology, behavioural science and the very practical realities of organisational life. It's what led me to choose this career. Great explanation from Andrea on some of the different ways this all plays out in practice – thanks for the great post! 👇

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