50.000 years ago, members of a tribe were completely dependent on each other for survival. All kinds of dangers threatened outside. Weather conditions, wild animals and other hostile groups did everything they could to shorten their lives as much as possible. Everyone who lived within the tribe was looking for a safe environment. By creating a safe environment, people started to work together and trust each other. I'm safe if you stay awake while I sleep and you're safe if I'm awake while you sleep. Safety creates trust, trust in each other creates safety.

This is no different within a company. If a company offers a safe environment because employees trust their leaders, they will work together and trust each other. Sinek describes an incident in which an airline employee yells at a passenger when the passenger wants to check in earlier than allowed. When Sinek then says something about this, the employee literally responds: “If I don't ensure that you adhere to the rules, I will get into big trouble with my boss and I could be fired.” She enforces the rules not because it is really necessary, but because she is afraid of losing her job. While as a boss you should actually want your employees to apply the rules not according to the letter but according to the intention and to deal with customers in a customer-friendly manner.

In daily practice, there are hundreds of examples where leaders do not create safe conditions and employees subsequently no longer trust their leaders, their colleagues and also their customers. Take, for example, the major banks where, despite major scandals, the top retain their bonuses or at least are "sent away" with huge lump sums, while employees are fired on the work floor or customers end up in hopeless situations. And what about the “benefits affair” where political leaders and managers of the tax authorities protect each other and employees on the work floor strictly follow the rules despite seeing that thousands of citizens are getting into trouble. No one dares to say anything because they are afraid for their job. Even if the newspapers and news continue to talk about the magnitude of this scandal, and the most dramatic stories appear on screen every day, no one takes responsibility because there is no safe environment. It is not inconceivable that civil servants, who really knew that it was not right, made the choice that it was safer to strictly follow the rules instead of making the abuse public and being pilloried themselves. The result of a very unsafe environment.

Fortunately, there are also examples where things are different. In his presentation, Sinek mentions an American production company where, during the 2008 crises, 30% of orders were canceled overnight. As a result, the company had to make cuts of 10 million. Instead of firing people, which many companies would do, employees were asked to take 4 weeks of unpaid leave. This leave did not have to be consecutive and the employees could decide for themselves when they would take the leave. As a result, this company survived this crisis with flying colors. It was not the measure, but especially the way in which the CEO communicated the idea that made the plan successful and saved more than 20 million. “It's better that everyone suffers a little bit rather than some of us suffering a lot,” was the CEO's message. What happened was that people started working together, made agreements with each other and those who were better off took 5 weeks of unpaid leave so that those who were less fortunate could take 3 weeks. Another example is a company where, if you are hired, you get a lifetime contract and can never be fired for your performance. If you perform less or insufficiently, you will be helped by coaching or training. These two examples show that inspiring leaders never abandon their employees and offer them a safe environment that encourages people to work together and trust each other.

We currently live in a very special time in which employees are constantly confronted with changing circumstances. They work from home and miss daily contact with colleagues and their manager. They miss their familiar working environment with all the facilities. They work in an environment where their own children suddenly require attention during their daily work. They constantly receive information about how badly some companies are doing and have to determine in an isolated environment what the effects are for themselves. Where is that nice conversation at the coffee machine and that pat on the back when you need it so badly?

Right now, employees need confirmation that they work in a safe environment, an environment in which they can expect support when they need it. For managers, this means that they must now put their very best foot forward and be there for their people. It must be made clear that there is a safe environment so that they can trust each other and work together now.

But how do you do that? I think that initially starts with the mindset of the manager himself. In other words; Do you intrinsically intend to offer your people that safe environment and are you willing to do everything you can to ensure that that environment exists? Sinek gives the example of a commander of a group of special forces who finds himself in a war situation. When it is time to eat, the commander first lets his men eat, only to find that there is nothing left for him. When they have to return to the battlefield, his men donate food from themselves to him. And if you ask them why they do that, they all answer the same way; “Because he would have done that for me too.” These men are all willing to take a bullet for someone else because that other person would do the same for them.

Managers, if you want to be an inspiring leader, let people feel now more than ever that you are there for them and offer them a safe environment. You will get it back in trust and cooperation. Perhaps the following tips will help you with this, but it is mainly about how you view it yourself.

• Have confidence in your people and radiate that;
• Encourage creativity and provide room for criticism;
• Organize remote collaboration, offer help and facilitate;
• Plan a CALL&COFFEE (create social contact);
• Take the lead and set the example;
• Be flexible; Encourage a steady rhythm, know when you are working and when you are available to each other; Let people choose when they work and when they are free, take children into account;
• Be alert to MENTAL HEALTH;
• Stay connected, speak up, ask about things outside of work, people who live alone can be lonely;
• Organize other things, online board games, online boot camp, digital VMB (Friday afternoon drinks).

There will come a time when we end the current period and return to the new normal, whatever that is. I am convinced that right now, during this period, you can show why your card says you are a manager. Leadership is not a role but a quality. Now is the time to show that. Your people need you more than ever.

“A winner is a dreamer who never gives up,” Nelson Mandela once said, a wisdom that no manager should ignore right now and I am that inspiring leader.

Author: Pieter Willemse/trainer-coach Kenneth Smit

Source: Why good leaders make you feel safe | Simon Sinek

https://www.youtube.com/watch?v=lmyZMtPVodo&t=16s